Leadership MGT 3310. Defining Leadership Leader Versus Manager Managing Broader in scope Focuses on...

LeadershipMGT 3310

Defining Leadership

Leader Versus Manager

Managing

Broader in scope

Focuses on non-behavioral issues

Leading

Emphasizes mainly behavioral issues

Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-2

Defining Leadership


The Trait Approach to Leadership

Successful leaders tend to possess the following characteristics:

1. Intelligence, including judgment and verbal ability

2. Past achievement in scholarship and athletics

3. Emotional maturity and stability

4. Dependability, persistence, and a drive for continuing achievement

5. The skill to participate socially and adapt to various groups

6. A desire for status and socioeconomic positionCopyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-4

The Situational Approach to Leadership: A Focus on Leader

Behavior


Leadership Situations and Decisions

The Tannenbaum and Schmidt Leadership Continuum (Page 372)

The manager:

1. Makes the decision and announces it

2. “Sells” the decision

3. Presents ideas and invites questions

4. Presents a tentative decision that is subject to change

5. Presents the problem, gets suggestions, and then makes the decision

6. Defines the limits and asks the group to make a decision

7. Permits the group to make decisions within prescribed limits


Behavior



Behavior Leadership Situations and

Decisions (continued)

◦Determining How to Make Decisions as a Leader

1. Forces in the Manager Manager’s values

Level of confidence in subordinates

Personal leadership strengths

Tolerance for ambiguity



Behavior Leadership Situations and Decisions (continued)

◦ Determining How to Make Decisions as a Leader (continued)

2. Forces in Subordinates

They have a relatively high need for independence

They have a readiness to assume responsibility for decision making

They have a relatively high tolerance for ambiguity

They are interested in the problem and believe it is important to solve it

They understand and identify with the organization’s goals.

They have necessary knowledge and experience to deal with problem

They have learned to expect to share in decision making



Behavior Leadership Situations and Decisions

(continued)

◦Determining How to Make Decisions as a Leader (continued)

3. Forces in the SituationType of organization in which the leader works

Effectiveness of a group

Problem to be solved

Time available to make a decision



Behavior Leadership Situations and

Decisions (continued)

◦Determining How to Make Decisions as a Leader: An Update

◦The Vroom-Yetton-Jago Model1. Organizational decisions should be of high

quality

2. Subordinates should accept and be committed decisions

Decision Styles

Using the ModelCopyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-10


Behavior



Behavior Leadership Behaviors

◦The OSU StudiesStructure behavior

Consideration behavior

Leadership Style

◦The Michigan Studies Job-Centered Behavior

Employee-Centered Behavior



Behavior



Behavior Leadership Behaviors (continued)

◦Effectiveness of Various Leadership Styles Comparing Styles

◦The Hersey–Blanchard Life Cycle Theory of Leadership Maturity

The Life Cycle Model

Exceptions to the Model

Applying Life Cycle Theory



Behavior (page 379)




◦Fiedler’s Contingency Theory Changing the Organization to Fit the Leader

Leader–member relationsTask structurePosition power

Actions to modify the leadership situation:1. Change the individual’s task assignment

2. Change the leader’s position power

3. Change the leader–member relations in this group



Behavior




◦The Path–Goal Theory of Leadership Leadership Behavior

1. Directive behavior

2. Supportive behavior

3. Participative behavior

4. Achievement behavior


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