Org leader hw 3
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1.2LdrshpTheory.pptxIntroduction to Leadership Theory
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Learning Objectives
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Examine leadership theory paradigms
Apply and evaluate the utility of the leadership theory
* Primary reference: Lussier & Achua, Leadership: Theory, Application, & Skill Development
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The Leadership Paradigm
The Leadership Paradigm
- Is a shared mindset that represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership
- Has changed over the last 60 years during which it has been studied
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Leadership Theories
The Great Man Theory (1800-1900’s)
Trait Theories (1930-1950’s)
Behavioral Theories (1940-1960’s)
Contingency Theories (1950-1970’s)
Integrative/Holistic Theories (1970’s-present)
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The Great Man Theory
Great leaders are born, not made
Leadership is primarily a male quality
Popular during the 19th century
Early leadership research looked at people who were already successful leaders; people of lesser social status had few leadership opportunities hence the idea that leadership is an inherent ability unique to those that were privileged
Herbert Spencer (The Study of Sociology, 1896) argued, however, that leaders were products of the society in which they lived
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Trait Theory
Trait studies were conducted during the 1930’s & 1940’s
Traits were often a prerequisite for promotion
Attempt to identify the distinctive physical, demographic, and psychological traits of individuals that account for leadership effectiveness
Examples of Leadership Traits:
- High levels of effort, ambition, energy and initiative
- Appearance
- Aggressiveness
- Persuasiveness
- Dominance
- Self-reliance
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Trait Theory
Strengths/Advantages of Trait Theory
- It is valid – a significant amount of research has validated
the foundation and basis of the theory.
- It serves as a yardstick against which leadership traits
of an individual can be assessed.
- It gives a detailed knowledge and understanding of the leader element in the leadership process.
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Trait Theory
Limitations of Trait Theory
- There is bound to be some subjective judgment in
determining who is regarded as a ‘good’ or ‘successful’ leader.
- The list of possible traits tends to be very long. More than 100
different traits of successful leaders in various leadership positions
have been identified. These descriptions are simply generalities.
- There is also a disagreement over which traits are the most
important for an effective leader.
- The model attempts to relate physical traits such as, height and
weight, to effective leadership. Most of these factors relate to
situational factors. For example, a minimum weight and height might
be necessary to perform the tasks efficiently in a military leadership
position. In business organizations, these are not the requirements
to be an effective leader.
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Behavioral Leadership Theories
Following the study of traits in leaders, researchers focused their attention on studying what the leader says and does in an effort to identify the differences in the behavior of effective leaders versus ineffective leaders
Leaders are made, not born – people can learn to become leaders
Explored two generic dimensions of effective leader behavior:
Task-oriented leadership
People-oriented leadership
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University of Michigan Leadership Model Behavioral Leadership
Job-centered Leadership Style (task-oriented):
- Leader focuses on getting the job done by defining clear roles and goals for subordinates and closely directing them in their work.
Employee-centered Leadership Style (people-oriented):
- Leader provides support and interaction facilitation by developing relationships based on mutual trust, support, and respect to meeting employees’ needs
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Job-Centered Leadership Style
Employee-Centered Leadership Style
Ohio State University Leadership Model Behavioral Leadership
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Leader Behaviors Identified Using the Leader Behavior Description Questionnaire (LBDQ):
- Initiating structure behavior
Focuses on getting the task done
Is essentially the same as the job-centered leadership style
- Consideration behavior
Focuses on meeting people’s needs and developing relationships
Is essentially the same as the employee-centered leadership style
Ohio State University Leadership Model Behavioral Leadership
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High
Consideration
Low Structure and High Consideration
Low Structure and Low Consideration
High Structure and High Consideration
Initiating Structure
High Structure and Low Consideration
Low
High
Blake, Mouton, & McCanse Leadership Grid Behavioral Leadership
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| 1,9 Country-club leader | 9,9 Team leader | ||
| 1,1 Impoverished leader | 9,1 Authority-compliance leader |
High
High
Low
Low
Concern for
People
Concern for Production
1,1 Impoverished: The leader does the
minimum required to stay employed.
1,9 Country-Club: The leader strives for a
friendly atmosphere.
9,1 Authority-Compliance: The leader
focuses on getting the job done while
people are treated like machines.
9,9 Team: The leader strives for maximum
performance and employee satisfaction.
5,5 Middle of the Road: The leader strives
for satisfactory performance and morale..
Applications of the Behavioral Models
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There is no one best leadership style in all situations.
There has been a consistent finding that employees are more satisfied with a high consideration leader.
The models do not prescribe leader behavior, but their classification systems point out that leader behavior affects both “tasks” and “relationships”.
Contingency Leadership Theories
Contingency Theories
- Attempt to explain the appropriate leadership style based on the leader, followers, and situation
- Are called “universal theories”
- Try to predict which traits and/or behaviors will result in leadership success given the situational variables
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Contingency Leadership Theories
Contingency Leadership Model
Focuses on maximizing group performance by matching leadership style with situational contingences
Is used to determine if:
A person’s leadership style is task- or relationship-oriented
The situation (leader–member relationship, task structure, and position power) matches the leader’s style
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Contingency Leadership Theories
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Followers leader-member relations
Situation leader–member relations task structure position power
Leader
Contingency Leadership Variables
Leadership Styles task-oriented relationship-oriented
Fiedler’s Contingency Leadership Model
Leadership style is a reflection of personality (trait theory-oriented) and behavior (behavioral-theory oriented)
Leaders are not able to change styles, therefore, they must change the context of their job (situation) to be effective
Two styles – task motivated or relationship motivated; determined by completing the least-preferred coworker (LPC) scales
Next, determine situational favorableness – the degree to which a situation enables the leader to exert influence over others; includes three variables (in order of importance):
Leader-member relations – is the relationship good (cooperative and friendly) or poor (antagonistic and difficult)? The better the relations, the more favorable the situation.
Task structure – is the task structure or unstructured? The more structured the jobs are, the more favorable the situation.
Position power – does the leader have the power to assign work, reward and punish, hire and fire, give raises and promotions? The more power the more favorable the situation.
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Fiedler’s Contingency Leadership Model
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If the manager’s LPC leadership style matches the situation, the manager does nothing. If the LPC leadership style does not match the situation, the manager changes the situation to match his or her LPC leadership style.
Fiedler’s Contingency Leadership Model
If the leadership style does not match the situation, the leader may be ineffective
To be effective, the situation must be changed rather than changing leadership styles:
If relations are poor, the leader can work to improve them (showing interest, listening, getting the know subordinates)
The task can be more or less structured by stating more or less specific standards and procedures, and giving or not giving clear deadlines
Leaders with strong position power can downplay it. Leaders with weak power can get more power from their leadership and can be more autocratic.
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Situational Leadership Model Hersey & Blanchard
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Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19.
Contingency Leadership Theories
Other Contingency Theories & Models
Tannenbaum & Schmidt’s Leadership Continuum Model
House’s Path-Goal Leadership Theory
Vroom’s Normative Leadership Time-Driven Model
Read all about it in Chapter 4 of Lussier & Achau!
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Integrative/Holistic Leadership Theories
Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader–follower relationships
Explore why the same behavior by the leader may have a different effect on followers, depending on the situation
Communicating, inspiring, and mobilizing diverse coalitions that cross cultural, national, sector and partisan boundaries
Core concepts include Inclusion, Share Purpose, Systems Thinking, Inquiry, Constructive Dialogue, and Innovation
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Integrative/Holistic Leadership Martin Chemers – An Integrated Theory of Leadership
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Stresses common functions and processes of leadership that cut across theories
Effective leadership encompasses three major functions
Image Management: a leader’s ability to project an image this is consistent with observer’ expectations
Relationship Development: the leader’s success in creating and sustaining motivated and competent followers
Resource Utilization: the leader’s capability for deploying the assets of self and others to mission accomplishment
Leadership Theories - Summary
The Great Man Theory (1800’s/early 1900’s) - Great leaders are born, not made
Trait Theories (1930-1950’s) - Attempt to identify the distinctive physical, demographic, and psychological traits of individuals that account for leadership effectiveness
Behavioral Theories (1940-1960’s) - Leaders are made, not born – people can learn to become leaders; two generic dimensions of effective leader behavior: task-oriented and people-oriented leadership (University of MI, OH State University, Blake, Mouton, & McCanse)
Contingency Theories (1950-1970’s) - Focuses on maximizing group performance by matching leadership style with situational contingences (Fiedler, Hersey & Blanchard)
Integrative/Holistic Theories (1970’s-Present) - Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader–follower relationships (Chemers)
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