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Lecture 7 Leadership

Argument for the impact of leadership What leaders can influence…

2. EARLY LEADERSHIP THEORIES Trait theories (1920s-30s)

–  Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful.

–  Later research on the leadership process identified 7 traits associated with successful leadership:

Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter? Academy of Management Executive, 2, 48-60.

Behavioural leadership theories University of Iowa Studies (Kurt Lewin)

–  3 leadership styles: §  Autocratic style: centralized authority, low participation §  Democratic style: involvement, high participation, feedback §  Laissez faire style: hands-off management

Ohio State Studies –  2 dimensions of leader behaviour

§  Initiating structure: the role of the leader in defining his or her role and the roles of group members

§  Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.

Behavioural leadership theories (cont’d) University of Michigan Studies

–  Identified two dimensions of leader behaviour §  Employee oriented: emphasising personal relationships §  Production oriented: emphasising task accomplishment

3. CONTINGENCY THEORIES OF LEADERSHIP Theories that seek to define leadership style and answer:

‘if’ this situation, ‘then’ this is the best style to use. Contingency theories

–  Fiedler model –  Hersey-Blanchard situational theory –  Leader-participation model (e.g., time driven model) –  Path-goal theory

Contingency theories of leadership a) The Fiedler Model

–  Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence

Contingency theories (cont’d) b) Hersey and Blanchard’s Situational Leadership Theory Describes two leadership dimensions

–  Task behaviour –  Relationship behaviour

Which combined, lead to four leadership styles…

Contingency theories (cont’d) c) Leader Participation Model (Vroom and Yetton)

Contingency theories (cont’d) d) Path-goal theory

–  Theory that says it is a leader’s job to assist followers and to provide direction and support that are needed to attain goals.

House, R. J. (1971). A path- goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321-338.

Leader behaviour: •  Directive •  Supportive •  Participative •  Achievement:

Outcome: •  Performance •  Satisfaction

Factors that make leadership less critical

Substitutes for leadership

Gender differences and leadership Research findings

–  Males and females use different styles:

Cross-cultural differences and leadership

Universal elements of effective leadership (Hartog, et al. 1999 – GLOBE study)

–  Vision –  Foresight –  Providing encouragement –  Trustworthiness –  Dynamism –  Positiveness –  Proactiveness

For example, –  Malaysian leaders: Compassion with an autocratic style. –  Korean leaders: Paternlistic towards employees

Kennedy, J. C. (2002). Leadership in Malaysia: Traditional values, international outlook. Academy of Management Executive, 16, 15-26.

Den Hartog, D. N., House, R. J., Hanges, P. J., Ruiz- Quintanilla, S. A. et al. (1999). Culture specific and cross- culturally generalizable implicit leadership theories: Are the attributes of charismatic/transformational leadership universally endorsed? Leadership Quarterly, 10, 219-256.

Management Leadership Creating an agenda

Plans and budgets

Establishes direction

Developing a network for achieving the agenda

Organizes and staffs

Aligning people

Execution Controls and solves problems

Motivates and inspires

Outcomes Produces a degree of predictability and order

Produces change

Source: Brattong, Callinan, Forshaw and Sawchuk 2007

Summary What is the difference between managers

and leaders? Does it matter? Management is not easy There is no ‘one best way’ to do it We know lots about what managers actually

do every day, and what they should be doing

There is an increasing emphasis on motivation, leadership and communication