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Leadership

Chapter Twelve

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Learning Objec@ves

LO 1 Summarize the approaches to leadership. LO 2 Iden@fy personal traits, skills, and behaviors of

effec@ve leaders.

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Leadership

Leader One who influences others to aFain goals.

Key Leader Behavior 1.  Challenge the process. 2.  Inspire a shared vision. 3.  Enable others to act. 4.  Model the way. 5.  Encourage the heart.

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Approaches to Leadership

Tradi2onal •  Leader Traits •  Leader Behaviors •  Situa@onal Approaches

Contemporary •  Charisma@c •  Transforma@onal •  Authen@city

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Trait Approaches

•  Trait approach – A leadership perspec@ve that aFempts to determine the personal characteris@cs that great leaders share.

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Personality Characteris@cs That Increase Leader Effec@veness

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Leader Behaviors

•  Behavioral approach – A leadership perspec@ve that aFempts to iden@fy what good leaders do—that is, what behaviors they exhibit.

– Three general categories of leadership behavior: • Task performance. • Group maintenance. • Employee par@cipa@on.

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Group Maintenance

•  Group maintenance behaviors –  Ac@ons taken to ensure the sa@sfac@on of group members, develop and maintain harmonious work rela@onships, and preserve the social stability of the group.

•  Leader-‐Member Exchange (LMX) theory –  Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

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Par@cipa@on in Decision Making

•  Autocra2c leadership –  A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.

•  Democra2c leadership –  A form of leadership in which the leader solicits input from subordinates.

•  Laissez-‐faire –  Leadership philosophy characterized by an absence of managerial decision making.

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Le ad er sh ip G ri d

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Situa@onal Approaches to Leadership

Situa2onal approach – A leadership perspec@ve proposing that universally important traits and behaviors do not exist, and that effec@ve leadership behavior varies from situa@on to situa@on.

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Fiedler’s Con@ngency Model (1 of 2)

•  A situa@onal approach to leadership postula@ng that effec@veness depends on the personal style of the leader and the degree to which the situa@on gives the leader power, control, and influence over the situa@on.

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Fiedler’s Con@ngency Model (2 of 2)

• Leadership that places primary emphasis on comple@ng a task.

Task-‐mo2vated leadership

• Leadership that places primary emphasis on maintaining good interpersonal rela@onships.

Rela2onship-‐mo2vated leadership

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Fiedler’s Analysis of Situa@ons

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Hersey and Blanchard’s Situa@onal Theory (1 of 2)

•  A life-‐cycle theory of leadership postula@ng that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

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Hersey and Blanchard’s Situa@onal Theory (2 of 2)

•  Job maturity – The level of the employee’s skills and technical knowledge rela@ve to the task being performed.

•  Psychological maturity – An employee’s self-‐ confidence and self-‐ respect.

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Path-‐Goal Theory

•  A theory that concerns how leaders influence subordinates’ percep@ons of their work goals and the paths they follow toward aFainment of those goals.

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Subs@tutes for Leadership

•  Factors in the workplace that can exert the same influence on employees as leaders would provide.

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Contemporary Perspec@ves

•  Charisma2c leader – A person who is dominant, self-‐confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.

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Contemporary Perspec@ves

Transforma2onal leader – A leader who mo@vates people to transcend their personal interests for the good of the group.

Transac2onal leaders – Leaders who manage through transac@ons, using their legi@mate, reward, and coercive powers to give commands and exchange rewards for services rendered.

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Contemporary Perspec@ves

Authen2c leadership

–  A style in which the leader is true to himself or herself while leading.

Pseudo-‐ transforma2onal leaders

–  Leaders who talk about posi@ve change, but allow their self-‐interest to take precedence over followers’ needs.

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At chapter end, you should be able to:

•  Summarize the approaches to leadership. •  Iden@fy personal traits, skills, and behaviors of effec@ve leaders.