OB 354: Ch. 14 - Leadership Styles and Behaviors

Relationship Approach

leader develops a unique relationship with each follower

2 Theories Based on Relationship Approach

vertical Dyad Linkage (VDL) and leader-member exchange (LMX)

Leader-Member Exchange (LMX)

based on VDL; the quality of relationship between the leader and the follower, characterized by trust, respect, and mutual obligations; individualized leadership model that explores how leader-member relationships develop over time and how the quality of exchange relationship influences outcomes

Vertical Dyad Linkage (VDL)

argues for the importance of the leader-member dyad formed by a leaders with each member of the group

Leader Decision-Making Style

reflects the process the leader uses to generate and choose from a set of alternatives to solve a problem; vary in how much control is retained by the leader and how much control is given to the followers

Autocratic Style

leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit

Consultative Style

leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision

Facilitative Style

leader presents the problem to a group of employees and seeks consensus on a solution, making sure that the leader’s own opinion receives no more weight than anyone else’s

Delegative Style

leader gives an individual employee or a group of employees the responsibility for making the decision

Time-Driven Model of Leadership

leaders instincts usually violate the model; leaders overuse consultative styles and underutilize autocratic and facilitative styles

Life Cycle Theory of Leadership

the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit; aka situational model of leadership

Readiness

the degree to which employees have the ability and willingness to accomplish their specific tasks

Telling

leader provides specific instructions and closely supervises performanceS

Selling

leader provides support and encouragement to protect the confidence levels of the employees

Participating

leader shares ideas and helps the group conduct its affairs

Delegating

leader turns responsibility for key behaviors over to the employees

Laissez-Faire Leadership

absence of action; hands-off

Transactional Leadership

relies on rewards and punishments; passive and active management by exception

Transformational Leadership

inspires followers to commit to a shared vision that provides meaning to their work; establishes the leader as a role model who helps followers reach their potential

4 Dimensions of Transformational Leadership

idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

Idealized Influence

behaviors earn the admiration, trust, and respect of followers, causing followers to emulate the leader “role model”

Inspirational Motivation

behaviors foster an enthusiasm for and commitment to a shared vision

Intellectual Stimulation

behaviors challenge followers to be innovative and creative

Individualized Consideration

behaviors help followers achieve their potential through mentoring