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Ch12Leadership.pptx
Leadership
Chapter 12
After reading this chapter you should be able to:
Discuss the importance of leadership in organizations.
Understand the differences between leadership and management.
Identify the different leadership theories and approaches.
Explain the strengths and limitations of each leadership theory and approach.
Chapter learning objectives
Leadership involves:
Influence
A group context
Goal attainment
Leadership is a process of influencing individuals to achieve a common goal.
Leadership
Leadership is different from management
Managers produce order and consistency
Leaders produce change and movement
Leadership and management
Leadership and Management
Leadership compliments management
Trait approach
Focuses on the traits that leaders exhibit
In order to increase organizational effectiveness, organizations often use personality assessments to find the “right” people
Personality assessments such as Leadership Trait Questionnaire and Myers Briggs Personality Inventory
Leadership theories and approaches
The Trait approach
Strengths
Intuitively appealing as it views leaders as possessing special, distinct, unique traits
Degree of credibility
Highly researched
Deeper understanding of how personality relates to the leadership process
Provides benchmarks for what to look for in a leader in terms of characteristics and personality
The Trait approach
Limitations
Fails to establish a definitive list of traits
List is highly subjective
Doesn’t account for situational effects
Not useful for training or development
The Trait approach
Describes leadership from skills perspective
Provides a structure for understanding effective leadership and training in leadership skills
Outcomes are a direct result of a leaders skilled competency in problem solving, social judgment, and knowledge
The Skills approach
The Skills approach
Strengths
First approach to conceptualize and create structure of the process of leadership
Including learned competencies
Makes leadership available to everyone
Expansive view of leaderships
Structure is consistent with leadership education programs
The Skills approach
Limitations
Extends beyond the boundaries of leadership
General
Less precise
Weak predictive value
Does not explain how skills lead to effective performance
The Skills approach
Assesses leadership as behavior with a task and relationship dimension
Generally assesses leaders’ behavior
Beyond traits – what they do
First to include behaviors and actions of leaders
Concern for people vs. concern for production
The style approach
The style approach
Strengths
Highly researched and validated
Heuristic
Can be self-taught
Allows leaders to learn about themselves and how others view them
The style approach
Limitations
Research has not adequately demonstrated how leaders’ styles associate with performance outcomes
No universal style of leadership
Implies most effective is high task and high relationship
The style approach
Leaders must adapt their leadership style to match the subordinate developmental level in order to be effective
Requires flexibility
The situational approach
The situational approach
Strengths
Credible model for training employees to become effective leaders
Straightforward
Easily understood and applied
Clearly outlines what you should and should not do in various settings
Situational approach
Limitations
Lacks empirical foundation
Questionable if valid
Studies fail to support basic perceptions of situational leadership
Does not account for how demographics influence leader-subordinate prescriptions
Does not address one-to-one versus group leadership
Situational approach
Leaders job is to direct, guide, and coach, subordinates to help them reach their goals
Leaders style must adapt to fit the task and subordinates characteristics
Provides assumptions for how different leadership styles will interact with subordinates characteristics to affect employee motivation
The path-goal theory
Path-Goal theory matrix
Strengths
Useful to understand how leadership behaviors affect subordinate work performance and satisfaction
Integrates motivation principles of expectancy theory
Practical model
Path-goal theory
Limitations
Complex and difficult to implement
Only partially supported by research
Fails to explain the relationship between leadership behavior and worker motivation
Treats leadership as a one-way event
Path-goal theory
Leader-Member Exchange
Describes and prescribes leadership
Central concept is the dyadic relationship between leaders and their subordinates
Important to recognize in-groups and out-groups within organizations
Believes leaders should form relationships with all subordinates, offering each developmental opportunities
Focusing on building trust and respect rather than focusing on differences to bring all subordinates into the in-group
Best understood with the leadership making model
The lmx theory
The LMX Theory
Strengths
Validates experiences of how people within organizations relate to each other and the leader
Only approach focusing on the dyadic relationship
Directs attention to the importance of communication in leadership
Solid research foundation
The LMX theory
Limitations
Inadvertently supports privileged groups
Appears unfair and discriminatory
Basic theoretic ideas are not fully developed or supported
Precise measurement of leader-member exchanges is questionable
The LMX theory
Empowers and nurtures followers
Stimulates change by becoming a role model for followers
Creates vision, builds trust, fosters collaboration
Leaders are like social architects
The transformational leadership approach
The transformational leadership approach
Strengths
Widely researched
Supported as an effective form of leadership
People are attracted to this approach as it treats leadership as a process
Provides broader view of leadership emphasizing followers’ needs, values, and morals
The transformational leadership approach
Limitations
Lacks conceptual clarity
Dimensions are not defined and parameters overlap with similar conceptualizations of leadership
Treats leadership as a personality trait or predisposition rather than behavior to be taught
Research of the measurement of transformational leadership is questionable because it is primarily qualitative
The transformational leadership approach
Believes by putting the followers first, the outcomes will emerge
Best for altruistic leaders strongly motivated to help others
Followers must be receptive to this leadership style to be effective
Can result in community and societal change
The servant leadership approach
The servant leadership approach
Strengths
Makes altruism the central component
Provides counterintuitive approach to the use of influence in how leaders share control
Limitations
May not be effective when subordinates are not open to being guided, supported, and empowered
Researchers are unable to create a common definition or theoretical framework
Conflicts with other principles of leadership as it seeks to put other first
Some researchers believe it to be moralistic
The servant leadership approach
Leading together as a team to accomplish an explicit goal or objective
Identifies team needs and offers suggestions on appropriate corrective actions
Assists leaders to make sense of complex groups and improve group effectiveness
Team leadership approach
Team leadership approach
Team leadership approach
Strength
Provides answers to what constitutes excellent teams
Provides cognitive guide for leaders to design and maintain effective teams
Recognizes the changing roles of leaders and followers
Team leadership approach
Limitations
Not fully supported or tested
Complex and answers are not easy for difficult leader decisions
Does not provide guidance for everyday interactions and team management complications
Lacks focus on how to teach and provide skill development
Team leadership approach
Raises awareness of the implications of leader and followers personality types on their work and relationship
Uses personal assessments to determine psychological types
Similar to trait approach, but focuses on relationships between leaders and subordinates, rather than just the leader
The psychodynamic approach
Psychological preference and leadership
Strengths
Analyzes the relationship between leader and follower
Emphasizes leader’s need for insight and discourages manipulative techniques in leadership
The psychodynamic approach
Limitations
Based on psychology of the abnormal
Focuses on leader and followers’ personalities that dictate nature of relationship between them
Rejects the notion of emotional reactions
Does not have a traditional training paradigm
The psychodynamic approach
Focuses on the kinds of values and morals an individual or society ascribes as desirable or appropriate
Focuses on the virtuousness and motives of individuals
Ethical leaders treat others’ values with respect
Ethical leadership approach
Strengths
Highly researched
Suggests leadership is not an amoral phenomenon
Believes ethics should be integral to the broader domain of leadership
Highlights principles and virtues important in ethical leadership development
Ethical leadership approach
Limitations
Lacks strong traditional research to substantiate the theoretical foundation
Relies heavily on the writings of a few individuals
Strongly influenced by personal opinion and particular worldviews
Ethical leadership approach
