700 words 2.2 hours
rocksolid
c2.pptChapter 2
Traits, Behaviors, and Relationships
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Outline some personal traits and characteristics that are associated with effective leaders
Identify your own traits that you can transform into strengths and bring to a leadership role
Distinguish among various roles leaders play in organizations, including operations, collaborative, and advisory roles, and where your strengths might best fit
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Recognize autocratic versus democratic leadership behavior and the impact of each
Know the distinction between people-oriented and task-oriented leadership behavior and when each should be used
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand how the theory of individualized leadership has broadened the understanding of relationships between leaders and followers
Describe some key characteristics of entrepreneurial leaders
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Trait Approach
Traits: Distinguishing personal characteristics of a leader
Intelligence
Honesty
Self-confidence
Appearance
Great Man approach: Sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders
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Exhibit 2.1 - Personal Characteristics of Leaders
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Sources: Bass and Stogdill’s Handbook of Leadership: Theory, Research, and Management Applications, 3rd ed. (New York: The Free Press, 1990), pp. 80–81; S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Matter?” Academy of Management Executive 5, no. 2 (1991), pp. 48–60; and James M. Kouzes and Barry Z. Posner, The Leadership Challenge: How to Get Extraordinary Things Done in Organizations (San Francisco: Jossey-Bass, 1990)
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Leaders
Tendency to see the positive side of things and expect that things will turn out well
Optimism
Assurance in one’s own judgments, decision making, ideas, and capabilities
Self-confidence
Refers to truthfulness and nondeception
Honesty
Quality of being whole, integrated, and acting in accordance with solid ethical principles
Integrity
High motivation that creates a high effort level by a leader
Drive
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What are Strengths?
Natural talent or ability that has been supported and reinforced with learned knowledge and skills
Acts as the central point of focus in life
Enables leadership to be based on:
Energy
Enthusiasm
Effectiveness
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Matching Strengths with Roles
Operational role
Vertically oriented leadership role
Executive has direct control over people and resources and the position power to accomplish results
Leaders
Deliver results
Assertive
Analytical and knowledgeable
Riveted on changing knowledge to vision
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Matching Strengths with Roles
Collaborative role
Horizontal leadership role
Leader works behind the scenes and uses personal power to influence others and get things done
Proactive
Flexible
Manage ambiguity and uncertainty
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Matching Strengths with Roles
Advisory role
Provides advice, guidance, and support
Responsible for developing broad organizational capabilities rather than accomplishing specific business results
Leaders
People skills
Ability to influence others
High levels of honesty and integrity
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Exhibit 2.2 - Three Types of Leadership Roles
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Behavior Approaches
Centralizes authority and derives power from position, control of rewards, and coercion
Autocratic
Delegates authority, encourages participation, relies on subordinates’ for completion of tasks, and depends on subordinate respect for influence
Effective if subordinates possess decision-making skills
Effective when the skill difference between the leader and subordinates is high
Democratic
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Exhibit 2.3 - Leadership Continuum
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Source: Harvard Business Review. An exhibit from Robert Tannenbaum and Warren Schmidt, “How to Choose a Leadership Pattern” (May–June 1973). Copyright 1973 by the president and Fellows of Harvard College
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ohio State Studies
Developed and administered the Leader Behavior Description Questionnaire (LBDQ)to employees
Resulted in:
Consideration: Extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust
Initiating structure: Extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement
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University of Michigan Studies
Leadership behavior that displays a focus on the human needs of subordinates
Employee-centered
Leadership behavior in which leaders direct activities toward efficiency, cost cutting, and scheduling
Dimensions
Goal emphasis
Work facilitation
Job-centered
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The Leadership Grid
Describes major leadership styles based on measuring both concern for people and concern for production
Two-dimensional model
Proposed by the University of Texas
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 2.4 - Leadership Grid®
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Source: The Leadership Grid figure from Leadership Dilemma—Grid Solutions by Robert R. Blake and Anne Adams McCanse (formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, p. 29. Copyright 1991 by Scientific Methods, Inc. Reproduced by permission of the owners
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 2.5 - Themes of Leader Behavior Research
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Sources: Based on Marilyn R. Zuckerman and Lewis J. Hatala, Incredibly American: Releasing the Heart of Quality (Milwaukee, WI: American Society for Quality, 1992), pp. 141–142; and Mark O’Connell, Gary Yukl, and Thomas Taber, “Leader Behavior and LMX: A Constructive Replication,” Journal of Managerial Psychology 27, no. 2 (2012), pp. 143–154
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Individualized Leadership
Notion that a leader develops a unique relationship with each group member, determining:
Leader's behavior toward the member
Member's response to the leader
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Exhibit 2.6 - Stages of Development of Individualized Leadership
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Sources: Based on Fred Danereau, “A Dyadic Approach to Leadership: Creating and Nurturing This Approach Under Fire,” Leadership Quarterly 6, no. 4 (1995), pp. 479–490, and George B. Graen and Mary Uhl-Bien, “Relationship-Based Approach to Leadership: Development of Leader–Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level, Multi-Domain Approach,” Leadership Quarterly 6, no. 2 (1995), pp. 219–247
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Vertical Dyad Linkage (VDL) Model
Argues for the importance of the dyad formed by a leader with each member of the group
In-group relationship - Seen among members with whom leaders spend a disproportionate amount of time
Out-group relationship - Seen among members of the group who did not experience a sense of trust and extra consideration
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Exhibit 2.7 - Leader Behavior Toward In-Group versus Out-Group Members
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Sources: Based on Jean François Manzoni and Jean-Louis Barsoux, “The Set-Up-to-Fail Syndrome,” Harvard Business Review (March–April 1988), pp. 110–113; and Mark O’Donnell, Gary Yukl, and Thomas Taber, “Leader Behavior and LMX: A Constructive Replication,” Journal of Management Psychology 27, no. 2 (2012), pp. 143–154.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leader-Member Exchange (LMX)
Explores how leader-member relationships develop over time and how the quality of exchange relationships affects outcomes
Higher-quality relationship will lead to higher performance
Leading to greater job satisfaction for in-group members
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Partnership Building
Leaders strive to develop a positive relationship with each subordinate
Positive relationship will have a different form for each person
Performance and productivity gains can be achieved if the leader develops positive relationships with each subordinate
Third phase of the research
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Entrepreneurial Traits and Behaviors
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Entrepreneurship
Initiating a business venture, organizing the necessary resources, and assuming the associated risks and rewards
Need to be:
Strongly driven
Enthusiastic
Driven by a vision
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Entrepreneurial Traits and Behaviors
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Leaders are:
Persistent
Independent
Action oriented
Drawn to new opportunities
Innovative
Creative
Highly self-motivated
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
