GOVT 0402 - Topic #2

Leadership Topic 2

What is Leadership?

What is Leadership?

• Is defined as the ability to inspire confidence and support among the people on whose competence and commitment performance depends.

• Involves influencing others to achieve objectives important to them and the organization.

• Contributes to organizational effectiveness through the use of desirable personal attributes to achieve good results.

Effective Leadership =

Attributes x Results

Leaders are _______

– Visionary

– Passionate

– Creative

– Flexible

– Inspiring

– Innovative

– Courageous

– Imaginative

– Experimental

– Independent

Managers are _______

– Rational

– Consulting

– Persistent

– Problem-solving

– Tough-minded

– Analytical

– Structured

– Deliberate

– Authoritative

- Stabilizing

Some examples of leadership theories are _______

1. Trait Theory

2. Behavioural Theories

3. Contingency Theories

4. Contemporary Theories

Trait Theory can be defined as _______

• This theory seeks to explain that personality, social, physical or intellectual traits differentiate leaders from non-leaders.

• People inherit certain qualities and traits that make them better suited to leadership.

• Traits are personal characteristics of the individual including physical characteristics, intellectual ability and personality.

Cognitive Skills are _______

• Mental abilities and knowledge

• Problem-solving skills

• Imagination, creativity, and a willingness to experiment

• Technical and professional competence (knowledge of the business)

Personality Traits are _______

• Enthusiasm

• Self-confidence

• Trustworthiness

• Emotional intelligence

• Needs for power and achievement

• A sense of humour

Limitations of “Trait” Approach (Trait Theory)

• Failure to take into account the situation in which leadership occurs

• Traits alone are not sufficient for successful leadership

• Traits are only a pre-condition for certain actions that a leader must take in order to be successful

• Certain traits may enhance the perception that somebody is a leader

Behavioural Theories can be defined as _______

• These are theories proposing that specific behaviours differentiate leaders from non-leaders

• The behaviour of the leader rather than specific personality traits determines a leader’s effectiveness

• Recognizes that some leaders modify their leadership style as the situation requires

“Behavioural Theories” examples are:

1. Ohio State Studies

2. Michigan Studies

3. Leadership Grid

4. Leader-Member Exchange Model

5. Servant Leadership

The “Ohio State Studies” measured _______

specific leader behaviours

The “Ohio State Studies” identified two dimensions:

–Consideration- the extent to which a leader is sensitive to subordinates, respect their ideas and feelings and establishes mutual trust

–Initiating Structure- describes the extent to which leader is task oriented and directs subordinates work toward achieving goals

The “Ohio State Studies” states a relative mixture of _______

“Initiating structure and Consideration” a leader could possess.

The “Ohio State Studies” research findings are:

• A leader could possess varying amounts of both dimensions (consideration/ initiating structure)

• Consideration→ satisfaction with leader, overall job satisfaction

• Initiating structure→ job performance

• Attention must be paid to both dimensions in order to attain job satisfaction and production

The “Michigan Studies” compared the behaviour of _______

effective and ineffective supervisors

The “Michigan Studies” identified two basic leadership styles:

–Employee-centred managers (humanistic)

–Production-centred managers (scientific)

The research findings of the “Michigan Studies” are:

• Employee-centred managers had the most productive work groups

• The most effective leaders had supportive relationships with employees, used group decision-making, and encouraged employee goal setting

“Leadership Grid” Describes leadership style in terms of _______

concerns for production and people. These concerns reflect attitudes rather than actual behaviour.

• @@Concern for production @@includes results, bottom-line performance, profits, and mission

• @@Concern for people @@includes group members and co-workers

(Leadership Grid) Grid assumes that an _______

opportunistic leader shifts to any Grid style to achieve personal gain and self-promotion.

• Best style is team management — at 9,9 on the Grid (high concern for both production and people)

In the “Leader-Member Exchange Model” Leaders do not ________

relate to each group member in the same manner

• Leaders develop unique working relationships with each group member

• Two groups: in-group & out-group

• The quality of relationship a group member has with a leader has a big impact on the individual’s job behaviour and performance.

Servant Leadership style proposes that leaders _______

serve the needs of their group members (constituents)

• Leaders measure their own effectiveness in terms of their ability to help others

• Servant leaders use a humanistic approach

-Self-sacrificing

-Humble

-Helping others to develop

Contingency Theories are a group of theories that suggest that leadership effectiveness is _______

@@contingent on @@(depends on) the situation or setting

• Contingent or flexible leadership can be thought of in terms of doing the right thing at the right time (as the situation evolves)

Examples of “Contingency Theories”

• Fielder’s Contingency Theory

• Path-Goal Theory

• Normative Decision Model

“Fielder’s Contingency Theory” Assumes that the best style of leadership is _______

Assumes that the best style of leadership is determined by the situation in which the leader is working

Fielder’s Contingency Theory Uses the ________ scale to measure the leader’s style

least-preferred co-worker (LPC)

(Fielder’s Contingency Theory) LPC is a measure of how _______

a manager describes his or her relationship to a referent (least preferred) co-worker.

(Fielder’s Contingency Theory, LPC) Positive LPC descriptions indicate _______

relationship-oriented management styles (e.g. I believe s/he does his/her best)

(Fielder’s Contingency Theory, LPC) Negative LPC descriptions indicate _______

task-oriented management styles (e.g. s/he is not meeting my expectations)

“Fielder’s Contingency Theory” Situational control is _______

the degree to which the leader can control and influence the outcomes of group effort.

“Fielder’s Contingency Theory” Situational control measurements are based on:

–Leader-member relations (good to bad)

–Task structure (well to ill-defined)

–Position power (leader’s ability to reward and control)

There is not one best style of leadership

“Path-Goal Theory” specifies what a leader must do to _______

achieve high morale and productivity in a given situation

“Path-Goal Theory” Focuses on helping employees find _______

the right path to goal attainment

“Path-Goal Theory” assumes that the leader will choose the _______

right leadership style to match the contingencies of a particular situation.

“Path-Goal Theory” Is based on Expectancy Theory in that its _______

key propositions relate to motivation, satisfaction, and performance.

“Path-Goal Theory” choices for adjusting leadership styles to meet situational contingency demands:

• Directive

• Supportive

• Participative

• Achievement-oriented

“Path-Goal Theory” The “Directive” leadership style to meet situational contingency demands can be described as:

Initiating structure, setting guidelines and standards, and conveying expectations.

“Path-Goal Theory” The “Supportive” leadership style to meet situational contingency demands can be described as:

Emphasizes showing concern for the wellbeing of group members and developing mutually satisfying relationships.

“Path-Goal Theory” The “Participative” leadership style to meet situational contingency demands can be described as:

Involves consulting with group members and using their input into the decision-making process.

“Path-Goal Theory” The “Participative” leadership style to meet situational contingency demands can be described as:

Leader sets challenging goals, promotes work improvement, sets high expectations and expects group members to act responsibly.

What is the above diagram?

Path Goal Theory

“Path-Goal Theory” Leadership style “Directive” the situation in which appropriate to deploy _______

-Positively affects satisfaction and expectancies of subordinates working on ambiguous tasks.

-Negatively affects satisfaction and expectancies of subordinates working on clearly defined tasks

“Path-Goal Theory” Leadership style “Supportive**”** the situation in which appropriate to deploy _______

Positively affects satisfaction of subordinates working on dissatisfying, stressful, or frustrating tasks

“Path-Goal Theory” Leadership style “Paricipative**”** the situation in which appropriate to deploy _______

Positively affects satisfaction of subordinates who are ego-involved with nonrepetitive tasks

“Path-Goal Theory” Leadership style “Participative” the situation in which appropriate to deploy _______

Positively affects confidence that effort will lead to effective performance of subordinates working on ambiguous and nonrepetitive tasks.

“Normative Decision Model” leadership is a decision-making process in which the

leader examines the situation and chooses the most effective decision-making style for the situation

“Normative Decision Model” five styles of decision making they are

“Contemporary Theories” are a group of theories that provide _______

more recent approaches to leadership

Examples of “Contemporary Theories” are:

Transformational Leadership and Charismatic Leadership

Transactional Leadership

–Focuses on results and structures

–Tends to conform to the existing structure of an organization

–Measures success through the formal system of rewards and penalties.

–Works within formal authority structures

–Depends on responsibility structures.

–Focuses on delivery through individual and group performance

–Optimizes performance

Transformational Leader

–Helps organizations and people make positive changes in the way they conduct their activities

–Is closely linked to strategic leadership

–Is involved in sweeping positive changes

Transformations:

– Raising people’s level of consciousness

– Getting people to transcend their self-interests

– Focusing people on the quest for self-fulfillment

– Helping to develop a long-range perspective

– Helping people understand the need for change

– Investing managers with a sense of urgency

- Committing to greatness

(Charismatic Leadership) Charisma

Is the ability to lead others based on personal charm, magnetism, inspiration, and emotion.

(Charismatic Leadership) Key characteristics of Charismatics:

– They have vision

– They are masterful communicators

– They inspire trust

– They are energetic

– They manage their impressions

Substitutes for Leadership

•Group member characteristics

• Highly capable persons or groups (followers) can function with less leadership

• Effective followers are self-managers, are committed, have competence and focus, and possess courage

•Task Characteristics

• Highly standardized tasks that provide feedback and are intrinsically satisfying can substitute for leadership

•Organizational factors

• Explicit plans with well-defined goals that are carried out by cohesive groups reduce the need for leadership