Management Assignment : LeaderShip
32m8v0095
621-50-20181Module0.pptMGT 621
LEADERSHIP Module 0: Introduction and Review
Dr. Chet Schriesheim
REVIEW MATERIAL
The following slides summarize material from MGT620. You are expected to know this material. Ask questions if you have them, because otherwise this will probably not be covered in class.
The Three Phases of Leadership Research
The three leadership research phases appear to parallel the development of the seemingly perpetual “Nature versus Nurture” debate in science and in the popular press.
- The Trait Phase – Looking for traits and skills that consistently relate to effective leadership proved largely uninformative and not useful (1904-1950)
- The Style Phase – Looking for a consistently best “leadership style” also failed (1950-1975)
- The Situational Phase – The current approach, which focuses on the interplay of the leader, the led, and the situation. Research is much more supportive of these types of theories in general (1975-present)
One Good Trait Approach, But To Followership:The Garbage In, Garbage Out Model (From Schriesheim)
Basic idea: It may be easier to select good followers (or employees) than to create them
Good follower/employee selection should be based upon:
- Technical and conceptual ability
- Human relations ability and disposition toward future coworkers
- Work ethic (intrinsic motivation)
Contributions of Style Based Leadership Research (Especially the Ohio State Leadership Studies)
- Identified two key dimensions of leader behavior.
1. Consideration: showing concern for the comfort and well-being of followers
2. Initiating Structure: organizing and defining what followers should be doing - Much research shows that there is no one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand. (The two Ohio State leadership studies conducted by Hemphill on bomber crews in 1951 and 1953 clearly shows this, as do a multitude of additional research studies.)
*
Hemphill’s Two Ohio State Bomber Crew Studies
- 1951 STUDY
- Undertaken during the peacetime training of new recruits
- Best Airplane Commanders had a High Consideration and Low Initiating Structure Leadership Style
- 1953 STUDY
- Undertaken during the Korean War
- Best Airplane Commanders had a Low Consideration and High Initiating Structure Leadership Style
The Basis of All Relationships: Trust and Psychological Contracts
- Trust can be defined as a person’s willingness to be vulnerable to the actions of another. The three components of trust are:
-Perceived ability or competence
-Perceived benevolence
-Perceived integrity
- Psychological contracts can be defined as people’s beliefs about what is expected of themselves and another in a relationship.
- Transactional contracts (see next slide)
- Relational contracts (see next slide)
Two Types of Psychological Contracts
Primary focus
Time frame
Stability of relationship
Scope of relationship
Tangibility of terms
Transactional
Contracts
Relational
Contracts
Economic
Factors
Fixed and
short term
Static, rarely
changing
Narrow
Well defined
People
Open-ended
and indefinite
Dynamic,
frequently
changing
Broad and
pervasive
Highly
subjective
Managing Your Relationship With Your Boss*
- Make sure you understand your boss and his/her context, including:
- His/her goals and objectives
- The pressure on him/her
- His/her strengths, weaknesses, and blind spots
- His/her preferred work style
- Assess yourself and your needs, including:
- Your own strengths and weaknesses
- Your personal style
- Your predisposition toward dependence on authority figures
- Develop and maintain a relationship that:
- Fits both person’s needs and styles
- Is characterized by mutual expectations
- Keeps your boss informed
- Is based upon dependability and honesty
- Selectively uses your boss’s time and resources
*Taken from J.J. Gabarro and J.P. Kotter, “Managing Your Boss.” Harvard Business Review, January-February, 1980, pp. 92-100.
