Cptr 4

• Leader


  Someone who can influence others and who has managerial authority
• Leadership


  What leaders do; the process of influencing a group to achieve goals
• Ideally, all managers should be leaders
• Differences between managers and leaders

  • Not provided

  
• Trait Theories (1920s-1930s)


  • Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful
  • Later research identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion

  
• Seven traits associated with leadership

  • Drive
  • Desire to lead
  • Honesty and integrity
  • Self-confidence
  • Intelligence
  • Job-relevant knowledge
  • Extraversion

  
• Behavioral Theories


  • University of Iowa Studies (Kurt Lewin) identified three leadership styles: Autocratic, Democratic, Laissez faire
  • Research findings: mixed results, no specific style was consistently better for producing better performance, employees were more satisfied under a democratic leader than under an autocratic leader

  
• Ohio State Studies


  • Identified two dimensions of leader behavior: Initiating structure (the role of the leader in defining his or her role and the roles of group members)
  • Consideration (the leader's mutual trust and respect for group members' ideas and feelings)
  • High consideration/high structure leaders generally, but not always, achieved high scores on group task performance and satisfaction

  
• University of Michigan Studies

  • Identified two dimensions of leader behavior: Employee oriented (emphasizing personal relationships)
  • Production oriented (emphasizing task accomplishment)
  • Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction

  
• The Managerial Grid


  Appraises leadership styles using two dimensions: Concern for people, Concern for production

  
• Managerial styles in the Managerial Grid

  • Impoverished management
  • Task management
  • Middle-of-the-road management
  • Country club management
  • Team management
• Impoverished management


  Managers with this approach are low on both the dimensions and exercise minimum effort to get the work done from subordinates. The leader has low concern for employee satisfaction and work deadlines
• Task management


  Leaders are more concerned about production and have less concern for people. The leader believes that efficiency can result only through proper organization of work systems and through elimination of people wherever possible
• Middle-of-the-road management


  The leader tries to maintain a balance between goals of company and the needs of people. The leader does not push the boundaries of achievement resulting in average performance for organization. Here neither employee nor production needs are fully met
• Country club management


  The leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment. The leader feels that such a treatment with employees will lead to self-motivation and will find people working hard on their own. However, a low focus on tasks can hamper production and lead to questionable results
• Team management


  The leader feels that empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere which will automatically result in high employee satisfaction and production
• The Fiedler Model proposes that effective group performance depends upon the proper match between the leader's style of interacting with followers and the degree to which the situation allows the leader to control and influence
• The Fiedler Model

  • Assumptions: A certain leadership style should be most effective in different types of situations, Leaders do not readily change leadership styles
  • Matching the leader to the situation or changing the situation to make it favorable to the leader is required

  
• Least-preferred co-worker (LPC) questionnaire

  Determines leadership style by measuring responses to 18 pairs of contrasting adjectives, High score: a relationship-oriented leadership style, Low score: a task-oriented leadership style

  
• Situational factors in matching leader to the situation

  • Leader-member relations
  • Task structure
  • Position power
• Hersey and Blanchard's Situational Leadership Theory (SLT)


  • Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers' readiness
  • Acceptance: leadership effectiveness depends on whether followers accept or reject a leader
  • Readiness: the extent to which followers have the ability and willingness to accomplish a specific task
  • Leaders must relinquish control over and contact with followers as they become more competent

  
• Four specific leadership styles in Situational Leadership Theory (SLT)

  • Telling (high task-low relationship)
  • Selling (high task-high relationship)
  • Participating (low task-high relationship)
  • Delegating (low task-low relationship)

  
• Readiness


  The extent to which followers have the ability and willingness to accomplish a specific task. Ability is the knowledge, experience, and skill that an individual possesses to do the job and is called job readiness
• Relationship leadership


  The leader tells people what to do and how to do it
• Selling leadership


  • High task-high relationship leadership
  • Leaders "sell" their ideas and message to get group members to buy into the process
• Participating leadership


  • Low task-high relationship leadership
  • The leader offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions
• Delegating leadership


  • Low task-low relationship leadership
  • Group members tend to make most of the decisions and take most of the responsibility for what happens
• Readiness


  The extent to which followers have the ability and willingness to accomplish a specific task
• Stages of follower readiness

  • R1: Followers are unable and unwilling
  • R2: Followers are unable but willing
  • R3: Followers are able but unwilling
  • R4: Followers are able and willing
• Ability


  The knowledge, experience, and skill that an individual possesses to do the job and is called job readiness
• Willingness


  The motivation and commitment required to accomplish a given task
• Path-Goal Model


  The leader's job is to assist his or her followers in attaining their goals and to provide direction or support to ensure that their goals are compatible with those of the organization
• Leadership styles in Path-Goal Model

  • Directive leader
  • Supportive leader
  • Participative leader
  • Achievement oriented leader

  
• Transactional Leadership


  Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
• Transformational Leadership


  Leaders who inspire followers to transcend (be or go beyond the range or limits of) their own self-interests for the good of the organization by clarifying role and task requirements
• Charismatic Leadership


  • An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways
  • Have a vision
  • Are able to articulate the vision
  • Are willing to take risks to achieve the vision
  • Are sensitive to the environment and follower needs
  • Exhibit behaviors that are out of the ordinary
• Visionary Leadership


  A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation

  
• Team Leadership Characteristics


  • Having patience to share information
  • Being able to trust others and to give up authority
  • Understanding when to intervene
• Team Leader's Job


  • Managing the team's external boundary
  • Facilitating the team process (includes coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication)
• Team Leadership Roles


  • Coach
  • Liaisons with external constituencies
  • Troubleshooter
  • Conflict managers