Chapter 13: Leadership styles & behaviours

What is leadership?

Use of power & influence to direct activities of followers toward goal achievement

What is leader effectiveness?

Degree to which leader’s actions result in:

• achievement of unit’s goals

• unit’s employees continued commitment

• development of mutual trust, respect, & obligation in leader

What is the great person theory?

Theory of what kind of traits effective leaders possess

• External (attractiveness)

• Internal (CANOE, personality)

It depends → no set/definite traits → do traits make leader, or does situation manifest traits?

• doesn’t describe what leaders do

What is the behavioural approach?

Effective leaderships depends on the situation

• leadership behaviours can be learned → not pure personality

What are the 2 day-to-day leadership behaviours?

1. Initiating structure → give direction, goal accomplishment focus, feedback

• directive & task oriented

→ effective only if needed (otherwise, micromanaging)

2. Consideration → approachable, show concern

• supportive & relational oriented

→ effective when employers are stressed/start to develop expertise

What is the life cycle theory of leadership (situation model)?

The best behaviours based on readiness

Readiness = situation (how able, willing motivated, leader’s impact depends on readiness)

• R1 (eager but inexperienced) → telling

• R2(tasks seem harder than expected) → selling

• R3 (starting to work well together) → participating

• R4 (firing on all cylinders) → delegating

What are the 4 leader decision making styles?

In order of high to low follower control

1. Delegative style - allow employee to make decision

2. Facilitative style - leader shares decision-making power with employees

3. Consultative style - consult employee about decision but ultimately made by leader

4. Autocratic style - leader makes own decision

When is a high and low follower control more appropriate in leader decision-making styles?

High follower control:

• more appropriate when decisions significant, commitment is important, employees have more expertise, work well as team, shared objectives

Low follower control:

• more appropriate when decisions less significant, commitment less important, leader has more expertise, work bad as team, own objectives

What are the 7 questions in the time-driven model of leadership?

Leadership is dependent on 7 questions → best way to make decision depends on answers

• If high, continue to next question

1. Decision significance

2. Importance of commitment

3. Leader expertise

4. Likelihood of commitment

5. Shared objectives

6. Employee expertise

7. Teamwork skills

What is the dominant leadership theory: Transactional/transformational leadership?

3 types → contingent reward is default

1. Contingent reward - most important/effective, meet behaviour, get reward

2. Management by exception (active) - leader anticipates issues & corrects

3. Management by exception (passive) - corrects issue only when it occurs (bad)

What is the dominant leadership theory: transformational leadership?

• Idealized influence - charismatic/admirable qualities

• Inspirational motivation - share an inspirational vision

• Intellectual innovation - think outside box, intellectually stimulating

• Individualized consideration - instill caring feeling, a mentor

What is leader-member exchange (LMX)?

• The quality of work relationship that develops between leader & follower → some employees are treated differently

About exchange → leader has a lot to offer (autonomy), follower offers exceptional performance & emotional support

What are the 2 phases in a high leader-member exchange relationship?

1. Role taking

• leader has expectations & follower meets expectations

• leader tests ability & motivation → leader trusts if challenging task is met

→ follower trusts if more delegation

2. Role making

• follower has expectations (after trust is built)

• free-flowing exchange of work/resources

What is a high quality LMX?

• Leader has different relationships with followers built on trust levels

High quality → the in-group

Low quality → the out-group

• high trust, respect, sense of obligation, employee satisfaction, task performance, OCB’s

• repeated exchange of favours

• unlikely transactional