Basic

Approaches
to
Leadership

(OB - II) Part 3

Leadership
“Management is doing things right,
Leadership is doing the right things”

Leadership
The ability to influence a
group toward the
achievement of a vision.
Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members.
1) Trait
Theories
Traits Theories of Leadership
(up to late 1940s) Leadership
LeadershipTraits:
Traits:
Theories that consider •• Ambition
Ambitionand
andenergy
energy
personality, social, physical, or
intellectual traits to differentiate •• The
Thedesire
desiretotolead
lead
leaders from non-leaders. •• Honest
Honestand
andintegrity
integrity
Big-Five Model: •• Self-confidence
Self-confidence
Extraversion •• Intelligence
Agreeableness Intelligence
Reliability •• High
Highself-monitoring
self-monitoring
Emotional Stability •• Job-relevant
Job-relevantknowledge
knowledge
Openness to Experience
2) Behavioral
Theories
Behavioral Theories of Leadership (until late 1960s)
Theories proposing that specific behaviors differentiate
leaders from non-leaders.

•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.
2a) Ohio
State Studies
Initiating Structure
• assigns tasks
• expects stds. of performance
• emphasizes deadlines

Consideration
• helps emps. with personal probs.
• treats emps. as equals
• expresses appreciation & support
2b) University of
Michigan Studies

Employee-Oriented Leader
Emphasizing interpersonal relations; taking a personal
interest in the needs of employees and accepting
individual differences among members.

Production-Oriented Leader
One who emphasizes technical or
task aspects of the job.
2c) The
Managerial Grid
(Blake and Mouton)
Country Club Team

Middle-
of-the-
Road

Impoverished Task
3) Contingency
Theories
3A) Fiedler’s Contingency Model
Effective groups depend on a proper match between a
leader’s style of interacting with subordinates and the
degree to which the situation gives control and influence
to the leader.

Least Preferred Co-Worker (LPC)

Questionnaire

Situations:
- Leader-member Relations
- Task Struct.
- Position Power
3a) Fiedler’s
Model:
3a) Cognitive
Resource Theory
Cognitive Resource Theory (Fiedler)
“Stress is the enemy of Rationality.”
Stress can unfavorably affect a situation and that intelligence and
experience can lessen the influence of stress on the leader.

Research
ResearchSupport:
Support:
•• Less
Lessintelligent
intelligentindividuals
individualsperform
performbetter
betterin
in
leadership
leadershiproles
rolesunder
underhigh
highstress
stressthan
thando
domore
more
intelligent
intelligentindividuals.
individuals.
•• Less
Lessexperienced
experiencedpeople
peopleperform
performbetter
betterin
inleadership
leadership
roles
rolesunder
underlow
lowstress
stressthan
thando
domore
moreexperienced
experienced
people.
people.
3b) Hersey and
Blanchard’s SLT
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’ readiness.

Unable and Unable but Able and Able and

Unwilling Willing Unwilling Willing

Follower readiness:
ability and willingness

Leader: decreasing need

for support and supervision
Directive High Task and Relationship Supportive Monitoring
Orientations Participative
3c) Path-Goal
Theory (Robert House)
4) Leader-Member
Exchange Theory
5) Decision Theory:
Leader-Participation
Model

Leader-Participation Model (Vroom and Yetton)

Provides a set of rules to determine the form and amount
of participative decision making in different situations.
• Decide
• Consult Individually
• Consult Group
• Facilitate
• Delegate
Contingency Variables in
the Revised
Leader-Participation
Model

1. Importance of the decision

2. Importance of obtaining follower commitment to the decision
3. Whether the leader has sufficient information to make a good decision
4. How well structured the problem is
5. Whether an autocratic decision would receive follower commitment
6. Whether followers “buy into” the organization’s goals
7. Whether there is likely to be conflict among followers over solution alternatives
8. Whether followers have the necessary information to make a good decision
9. Time constraints on the leader that may limit follower involvement
10. Whether costs to bring geographically dispersed members together is justified
11. Importance to the leader of minimizing the time it takes to make the decision
12. Importance of using participation as a tool for developing follower decision skills
Inspirational
Approaches to
Leadership
I — Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors.

Key
KeyCharacteristics:
Characteristics:
1.1. Articulating
Articulatingthe
thevision
vision
2.2. Taking
Takingpersonal
personalrisks
risks
3.3. Sensitivity
Sensitivitytotofollower
followerneeds
needs
4.4. Exhibit
Exhibitunconventional
unconventionalbehaviors
behaviors
Beyond
Charismatic
Leadership
• Level 5 Leaders
– Possess a fifth dimension—a paradoxical blend of
personal humility and professional will—in
addition to the four basic leadership qualities of
individual capability, team skills, managerial
competence, and the ability to stimulate others to
high performance.
– Channel their ego needs away from themselves and
into the goal of building a great company.
Transactional
Leadership
II – Transactional Leaders
Leaders who guide or motivate
their followers in the direction of
established goals by clarifying role
and task requirements.

Key Characteristics:
• Conditional Reward
• Management by Exception (active)
• Management by Exception (passive)
• Laissez-Faire
Transformational
Leadership

III – Transformational Leaders

Leaders who inspire followers to transcend
their own self-interests & are capable of
having an extraordinary effect on followers.

Key Characteristics:
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individual Consideration
Authentic
Leadership
They
Theyknow
knowwhowhothey
theyare,
are,their
theirbeliefs
beliefs
&&values,
values,act
actupon
uponthem
themopenly
openly&&
candidly.
candidly.
Primary
PrimaryQuality
Quality––Trust
Trust
•• Share
Shareinfo.
info.
•• Encourage
Encourageopen
opencomm.
comm.
•• Stick
Stickto
totheir
theirIdeals
Ideals
Result
Result--Faith
Faith
Ethical
Leadership

•• Work
Worktotopositively
positivelychange
changethethe
attitudes
attitudesand
andbehaviors
behaviorsofof
employees.
employees.
•• Engage
Engagein insocially
sociallyconstructive
constructive
behaviors.
behaviors.
•• Do
Donot
notabuse
abusepower
poweror oruse
use
improper
impropermeans
meanstotoattain
attaingoals.
goals.
Trust: The
Foundation of
Leadership

Trust
A positive expectation that
another will not—through
words, actions, or decisions
—act opportunistically.
Trust is a history-dependent
process (familiarity) based
on relevant but limited
samples of experience (risk).
Trust and
Leadership

Leadership
Leadership

TRUST
TRUST
and
and
INTEGRITY
INTEGRITY
3 Types of
Trust
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated.

Knowledge-based Trust
Trust based on behavioral
predictability that comes from a
history of interaction.

Identification-based Trust
Trust based on a mutual understanding of each other’s
intentions and appreciation of the other’s wants and
desires.
Basic Principles
of Trust
• Mistrust drives out trust.
• Trust begets trust.
• Growth often masks mistrust.
• Decline or downsizing tests the highest
levels of trust.
• Trust increases cohesion.
• Mistrusting groups self-destruct.
• Mistrust generally reduces productivity.
Contemporary
Leadership Roles:

Mentor
A senior employee who sponsors and supports
a less-experienced employee (a protégé).
Self-Leadership
A set of processes through which individuals
control their own behavior.
Online Leadership:
Leadership at a Distance
Challenges to the
Leadership
Construct
Attribution Theory of Leadership
The idea that leadership is merely an attribution that
people make about other individuals.

Qualities
Qualitiesattributed
attributedtotoleaders:
leaders:
•• Leaders
Leadersareareintelligent,
intelligent,outgoing,
outgoing,have
havestrong
strong
verbal
verbalskills,
skills,are
areaggressive,
aggressive,understanding,
understanding,and
and
industrious.
industrious.
•• Effective
Effectiveleaders
leadersare
areperceived
perceivedas
asconsistent
consistentand
and
unwavering
unwaveringin intheir
theirdecisions.
decisions.
•• Effective
Effectiveleaders
leadersproject
projectthe
theappearance
appearanceofofbeing
beingaa
leader.
leader.
Finding and
Creating Effective
Leaders
• Selection
– Review specific requirements for the job.
– Use tests that identify personal traits associated with leadership,
measure self-monitoring, and assess emotional intelligence.
– Conduct personal interviews to determine candidate’s fit with
the job.
• Training
– Recognize that all people are not equally trainable.
– Teach skills that are necessary for employees to become
effective leaders.
– Provide behavioral training to increase the development
potential of nascent charismatic employees.