Chapter 14: Leadership Styles and Behaviors

What does it mean for a leader to be effective?

To determine a leader’s effectiveness: Objective Evaluations of unit performances (profit margins, market share, sales), are members needs met (satisfaction, employee commitment), and do the members wish to remain part of the unit (absenteeism, retention of talented employees).

How is leader effectiveness different than leader emergence?

Leader emergence is who becomes the leader (are you seen as a leader?), whereas effectiveness is how well the leader performs (are you a good leader?).

Leader-member exchange theory.

Describes how leader-member relationships develop over a dyadic basis. Says that new leader-member relations are marked by a role-taking phase; leader provides employees with job expectations and the employees attempt to meet these. After, some employees may go into the role-making; involves exchange of opportunities and resources based on follower voicing expectations for the relationship.

Autocratic Style (Leader decision making style)

The leader makes the decisions alone without asking for the opinions or suggestions of the employees in the work unit (Highest Leader-Control).

Consultative Style (Leader decision making style)

The leader presents the problem to individual employees or groups of employees, asking for their opinions and suggestions before ultimately making the decision themselves (a little more employee involvement).

Facilitative Style (Leader decision making style)

The leader presents the problem to a group for them to reach a consensus on, making sure their own opinion weighs no more than anyone else.

Delegative Style (Leader decision making style)

The leader gives an individual or group of employees the responsibility of making the decision within some set of specified boundary conditions. Highest follower-control.

Decision Significance (Contingency to choosing decision making style)

Is the decision significant to the success of the project or organization?

Importance of Commitment (Contingency to choosing decision making style)

 Is it important that employees “buy” into the decision?

Leader Expertise (Contingency to choosing decision making style)

 Does the leader have significant knowledge or expertise regarding the problem?

Likelihood of Commitment (Contingency to choosing decision making style)

How likely is it that employees will trust the leader’s decision and commit to it?

Shared Objectives (Contingency to choosing decision making style)

 Do employees share and support the same objectives, or do they have an agenda of their own?

Employee Expertise (Contingency to choosing decision making style)

Do the employees have significant knowledge or expertise regarding the problem?

Teamwork Skills (Contingency to choosing decision making style)

Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts and inefficiencies.

What are the two types of leadership behavior suggested by the Ohio State Studies?

Initiating Structure (task focused, such as organizing, directing, and setting goals) and Consideration (people-focused, such as trust, respect and relationships).

 How do  they relate to the University of Michigan studies?

In Michigan, they had similar concepts to the two above but with different names (production-centered, or task-oriented, and employee-centered, or relations-oriented)

What is a key difference between the findings  of the two schools of thought?

Michigan implied that leaders couldn’t be high on both dimensions.

Life Cycle Theory of Leadership

Argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees. “Situational model of leadership”.

Readiness

Ability and willingness of the employees to accomplish their specific tasks. R1 = Low readiness, and R4 = High readiness.

R1 (Life Cycle Theory of Leadership)

Employees working together for the first time, but eager to learn. Optimal combination of leader behaviors telling (high initiating structure and low consideration: Leader provides specific instructions and closely supervises performance).

R2 (Life Cycle Theory of Leadership)

Members have begun working together but found the work to be more difficult than anticipated. Optimal combination is selling (high initiating structure and high consideration: Leader provides support and encouragement to protect the confidence level of the employees).

R3 (Life Cycle Theory of Leadership)

Employees have learned to work well together, but still need some guidance and collaboration from the leader. Optimal combination is participating (low initiating structure and high consideration: Leader shares ideas and helps the group conduct its affairs).

R4 (Life Cycle Theory of Leadership)

The leader turns over key responsibilities to the employees. Optimal combination is delegating (low initiating structure and low consideration: Key responsibilities to the employees).

What is the contingency factor for Life Cycle Theory of Leadership?

Employee readiness, which refers to the ability and willingness for the employee to perform a task, and leaders adjust based on their level of R.

Laissez-faire (Leadership Style)

The leader avoids leadership duties all together. Most passive and ineffective

Transactional Leadership (Leadership Style)

Leader rewards or disciplines employees based on performance. (Three types)

Passive management-by-exception Transactional Leadership (Leadership Style)

When the leader waits around for mistakes and errors, then takes corrective action as necessary. (if it ain’t broke, don't fix it, most passive of the 3).

Active management-by-exception Transactional Leadership (Leadership Style)

Leader arranges to monitor mistakes and errors actively and takes corrective action when required (Middle between active and passive).

Contingent Reward Transactional Leadership (Leadership Style)

When the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance (More Active).

Transformational (Leadership Style)

The most active and effective approach.

What is transformational leadership?

A pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives. ( Motivates their employees to perform beyond expectations ).

Idealized Influence (Component of Transformational Leadership)

Behaviors earn the trust, admiration, and respect of followers , causing followers to want to emulate the leader.

Inspirational Motivation (Component of Transformational Leadership)

Behaviors foster an enthusiasm for and commitment to a shared vision.

Intellectual Stimulation (Component of Transformational Leadership)

Behaviors challenge followers to be innovative and creative.

Individualized Consideration (Component of Transformational Leadership)

Behaviors help followers achieve their potential through mentoring.

Substitutes

Reduce the importance of the leader while providing a benefit to employee performance. Ex. Task Feedback, Staff Support, Professionalism, Group Cohesion

Neutralizers

Reduce the importance of the leader without improving employee performance in any way. Ex. Spatial Distance, Inflexibility, Formalization, and Task Stability.