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Chapter 1212Leaders and Leaders and

LeadershipLeadership

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What is Leadership?

Exerting influence Helping a group achieve its goals

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Leadership

Leaders are individuals who exert influence to help meet group goals– Formal– Informal

Leader effectiveness is the extent to which a leader actually does help

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Leader Trait Approach Behavior Approach Fiedler’s Contingency Model

Early Approaches to Leadership

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The Leader Trait Approach

Intelligence Task-relevant

knowledge Dominance Self-confidence

Energy/activity levels Tolerance for stress Integrity and honesty Emotional maturity

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The Leader Behavior Approach

Consideration

Initiating Structure

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The Behavior Approach

Leader RewardBehavior

LeaderPunishingBehavior

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Fiedler’s Contingency Theory of Leadership

Leadership effectiveness determined by – The characteristic of individuals– The situations in which they find

themselves Distinct leader styles

– Relationship-oriented– Task-oriented

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Table 2.2 Fiedler’s Contingency Theory of Leadership

Relationship-oriented Wants to be liked by

and to get along well with subordinates

Getting job done is second priority

Task-oriented Wants high

performance and accomplishment of all tasks

Getting job done is first priority

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Measuring Leader Style

Least preferred co-employee scale– High LPC leaders = relationship-oriented– Low LPC leaders = task-oriented

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Situational Characteristics

Leader-Member Relations Task Structure Position Power

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Figure 12.2

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Contemporary Perspectives on Leadership

Path-Goal Theory Vroom and Yetton Model Leader-Member Exchange Theory

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A theory which describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.

Path-Goal Theory

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Guidelines for Path-Goal Theory

Determine what outcomes subordinates are trying to obtain in the workplace

Reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes

Make sure subordinates believe that they can obtain their work goals and perform at a high level

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Path-Goal Theory: Types of Behaviors

Directive behavior Supportive behavior Participative behavior Achievement-oriented behavior

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Vroom and Yetton Model

Autocratic Consultative

Group Delegated

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Criteria for Decision-Making Style

Nature of the tasks Level of task interdependence Output being produced Characteristics of the employees

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Figure 12.3Leader-Member Exchange Theory

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Leadership Substitutes and Neutralizers

Characteristics of the subordinate Characteristics of the work Characteristics of the group Characteristics of the organization

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Transformational and Charismatic Leadership

Transactional LeadershipLeader MoodGender and Leadership

New Topics in Leadership Research

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Figure 12.4 Transformational Leadership

Leader

Follower

Has charisma

Is motivatedto perform

Is aware of needfor growth

ss aware of taskimportance

is intellectuallystimulating

engages in developmental consideration

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Characteristics of Transformational Leadership

TransformationalLeader

Charisma

IntellectualStimulation

Developmental Consideration