Chapter 13 - Leadership

Universalist Theories

look for major characteristics common to all effective leaders

Behavioral Theories

focus on the behaviors common to effective leadership

Contingency Theories

emphasizes the interaction of characteristics of both the leader and the situation

Great Man/Woman Theory

great leader are born, not made; “he is the king’s son, therefore he must be a leader”

Trait Theory

attempts to discover the traits shared by all effective leaders

The Ohio State Leadership Studies

Initiating Structure: leader behaviors that define, organize, and structure the work situation

Consideration: leader behaviors that show concern for the feelings, attitudes, and needs of followers

The University of Michigan Leadership Studies

Task-Oriented Behaviors: leader behaviors focused on the work task

Relationship-Oriented Behaviors: leader behaviors focused on maintaining relationships on the job

Fielder’s Contingency Model

effective leadership depends on a match between the leader’s style and demands of the situation

Characteristics of the Leader: task-oriented, relationship oriented

Characteristics of the Work Situation:

Leader-Member Relations: quality of the relationship between leader and followers

Task Structure: well-defined goals, clear procedures, easy to evaluate

Position Power: leader’s authority to punish or reward

The Path-Goal Theory

proposes that a leader’s job is to help the work group achieve its desired goals, using one of four categories of behavior decision making

Directive Behavior: provides instructions and suggestions for job performance; employees are inexperienced, or the task is complex

Achievement-Oriented Behavior: set challenging goals and focus on achieving specific work outcomes; employees are high-ability, motivated, or high achievers, or the task is clearly defined

Supportive Behavior: shows concern for workers’ well-being; work is stressful, frustrating, or emotionally demanding, when a task is routine/easy

Participative Behavior: encourages members to take an active role in planning and decision-making; team members are knowledgeable and experienced

The Decision-Making Model

proposes that an effective leader uses specific decision-making strategies that match the characteristics of the situation

Autocratic Decision I: leader makes decisions using information available only to the leader

Autocratic Decision II: leader makes decisions using information obtained from subordinates and then makes the decision alone

Consultative Decision I: leader shares the problem with relevant subordinates and gets their ideas and opinions individually, and then makes the decision alone

Consultative Decision II: leader shares the problem with subordinates as a group and gets their collective inputs, but then makes the decision alone

Group Decision: leader shares the problem with subordinates as a group and gets their collective input and makes a consensus decision

The Leader-Member Exchange (LMX) Model

in any work group, the leader tends to develop better relationships with a few subordinates (the in-group), whereas the rest receive less attention or concern from the leader (the out-group)

High-Quality (in-group): leader has a positive view of the worker, and the worker feels that the leader is supportive and provides encouragement; receives frequent, positive interactions with the leader

Low-Quality (out-group): leader has a bad image of the subordinate, and the subordinate does not respect or trust the leader, receive less attention or concern from the leader

Quality of the Relation Affects: work performance, employee loyalty, attendance, and job satisfaction

Charismatic Leadership

emphasizes interaction among leader characteristics, follower characteristics, and elements of the situation

Transformational Leadership

focuses on the leader’s ability to change followers’ values, beliefs, and attitudes by providing shared values and a vision for the future of the workgroup