Research Paper -Individual Submission
TripleHHH
Chapter2-TraitsBehaviorsandRelationships1.pptx
CHAPTER 2
Traits, Behaviors, and Relationships
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 1 of 3)
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 roles, collaborative roles, and advisory roles, and where your strengths might best fit
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 2 of 3)
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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 3 of 3)
Understand how the theory of individualized leadership has broadened the understanding of relationships between leaders and followers.
Describe some key characteristics of entrepreneurial leaders
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Traits
The distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Great Man Approach
A leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 2.1 – Some Leader Characteristics
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).
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Leaders (slide 1 of 2)
Optimism
Tendency to see the positive side of things and expect that things will turn out well
Self-confidence
Assurance in one’s own judgments, decision making, ideas, and capabilities
Honesty
Truthfulness and nondeception
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Leaders (slide 2 of 2)
Integrity
Quality of being whole, integrated, and acting in accordance with solid ethical principles
Drive
High motivation that creates a high effort level by a leader
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Know Your Strengths
A leader does not need all of the skills to handle every problem
Interdependence is the key to success. Leaders should:
Hone their skills
Collaborate with others
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strength
A natural talent or ability that has been supported and reinforced with learned knowledge and skills
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Matching Strengths with Roles (slide 1 of 3)
Operational role
Vertically oriented leadership role
Executive has direct control over people and resources
Uses position power to accomplish results
Leaders
Traditional line and general management positions
Focus on results
Self-confident and assertive
Analytical and knowledgeable
Translate knowledge into vision
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Matching Strengths with Roles (slide 2 of 3)
Collaborative role
Horizontal leadership role
Works behind the scenes and uses personal power to influence others and get things done
Leaders
Project managers, matrix managers, team leaders
People skills for networking and building relationships
Proactive and flexible
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Matching Strengths with Roles (slide 3 of 3)
Advisory role
Provides guidance and support
Responsible for developing broad organizational capabilities rather than accomplishing specific business results
Leaders
Legal, finance, and human resource departments
People skills
Ability to influence others
Honesty and integrity
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 2.2 – Three Types of Leadership Roles
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Behavior Approaches
Autocratic
Centralizes authority and derives power from position, control of rewards, and coercion
Effective when the skill difference between the leader and subordinates is high
Democratic
Delegates authority, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate’s respect for influence
Effective if subordinates possess decision-making skills
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 2.3 – Leadership Continuum
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.
©2018 Cengage Learning®. 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 two categories of leadership:
Consideration
Initiating structure
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Consideration
The extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Initiating Structure
The extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
University of Michigan Studies
Employee-centered
Leadership behavior that displays a focus on the human needs of subordinates
Job-centered
Leadership behavior in which leaders direct activities toward efficiency, cost cutting, and scheduling with an emphasis on goals and work facilitation
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership Grid
A two-dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern for production
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 2.4 – The Leadership Grid®
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.
©2018 Cengage Learning®. 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
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.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Individualized Leadership
A theory based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 2.6 – Stages of Development of Individualized Leadership
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.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Vertical Dyad Linkage (VDL) Model (slide 1 of 2)
A model of individualized leadership that argues for the importance of the dyad formed by a leader with each member of the group
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Vertical Dyad Linkage (VDL) Model (slide 2 of 2)
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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 2.7 – Leader Behavior toward In-Group versus Out-Group Members
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.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leader–Member Exchange (LMX) (slide 1 of 2)
Individualized leadership model that explores how leader–member relationships develop over time and how the quality of exchange relationships affects outcomes
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leader–Member Exchange (LMX) (slide 2 of 2)
Leaders form high-quality relationships with all followers
Higher-quality relationship leads to better performance
Followers provide assistance for high performance and participate in and influence decisions
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Entrepreneurial Traits and Behaviors
Entrepreneurship
Initiating a business venture, organizing the necessary resources, and assuming the associated risks and rewards
Four important characteristics:
Vision and dissatisfaction with the present
Ability to get people on board
Flexibility, openness to feedback, and ability to learn and adapt
Persistence and execution
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
