Leadership: Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition

Chapter 12
Leadership
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Managers Vs. Leaders Contrast leaders and managers. Explain why leadership is an important behavioural topic. Explain why leadership is sometimes unnecessary. Early Leadership Theories Discuss what research has shown about leadership traits. Contrast the findings of the four behavioural leadership theories. Explain the dual nature of a leaders behaviour.
LEARNING OUTLINE (contd)

Contingency Theories of Leadership

Explain how Fiedlers theory of leadership is a contingency model. Contrast situational leadership theory and the leader participation model. Discuss how path-goal theory explains leadership.
LEARNING OUTLINE (contd)

Cutting-edge Approaches to Leadership

Differentiate between transactional and transformational leaders. Describe charismatic-visionary leadership. Discuss what team leadership involves.
Current Leadership Issues

Describe the five sources of a leaders power. Discuss the issues todays leaders face.
Exhibit 12.1 Distinguishing Managership from Leadership
The Place of Leadership

Can Anyone Be a Leader?
Some people dont have what it takes to be a leader Some people are more motivated to lead than others
Is Leadership Always Necessary?

Some people dont need leaders Leaders need to be aware of followers needs
Early Leadership Theories

Trait Theories (1920s30s)
Research that focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful Later research on the leadership process identified seven traits associated with successful leadership:
Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and extraversion
Exhibit 12.2 Seven Traits Associated with Leadership

Drive Desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge Extraversion
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Behavioural Theories
University of Iowa Studies (Kurt Lewin)
Identified three leadership styles:
Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback Laissez-faire style: hands-off management
Research findings: mixed results

No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader
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Behavioural Theories (contd)

Ohio State Studies
Identified two 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 leaders mutual trust and respect for group members ideas and feelings
Research findings: mixed results

High-high leaders generally, but not always, achieved high group task performance and satisfaction Evidence indicated that situational factors appeared to strongly influence leadership effectiveness
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University of Michigan Studies
Identified two dimensions of leader behaviour
Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment
Research findings:
Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction
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Exhibit 12.3 Behavioural Theories of Leadership
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Managerial Grid
Appraises leadership styles using two dimensions:
Concern for people Concern for production
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Exhibit 12.4 The Managerial Grid

Source: Reprinted by permission of Harvard Business Review. An exhibit from Breakthrough in Organization Development by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November December 1964, p. 136. Copyright 1964 by the President and Fellows of Harvard College. All rights reserved.
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Contingency Theories of Leadership

The Fiedler Model Effective group performance depends upon the match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence Assumptions:
Different situations require different leadership styles Leaders do not readily change leadership styles
Matching the leader to the situation or changing the situation to make it favourable to the leader is required
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Contingency Theories (contd)

The Fiedler Model (contd)
Least-preferred co-worker (LPC) questionnaire
Determines leadership style by measuring responses to 18 pairs of contrasting adjectives
High score: a relationship-oriented leadership style Low score: a task-oriented leadership style
Situational factors in matching leader to the situation:

Leader-member relations Task structure Position power
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Exhibit 12.5 Fiedlers Least-Preferred Co-worker Questionnaire
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Exhibit 12.6 Findings of the Fiedler Model

Good Task Oriented
Poor Situation Favourableness: Highly Favourable Category LeaderMember Relations Task Structure Position Power I Good High Strong II Good High Weak III Good Low Strong IV Good Low Weak
Relationship Oriented Moderate V Poor High Strong Highly Unfavourable VI Poor High Weak VII Poor Low Strong VIII Poor Low Weak
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Hersey and Blanchards Situational Leadership Theory (SLT)
Successful leadership is achieved by selecting a leadership style that matches the level of the followers readiness
Acceptance: do followers accept or reject a leader? Readiness: do followers have the ability and willingness to accomplish a specific task?
Leaders must give up control as followers become more competent

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Hersey and Blanchards Situational Leadership Theory (SLT) (contd)
Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:
Telling: high tasklow relationship leadership Selling: high taskhigh relationship leadership Participating: low taskhigh relationship leadership Delegating: low tasklow relationship leadership
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Hersey and Blanchards Situational Leadership Theory (SLT) (contd)
Identifies four stages of follower readiness:
R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing
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Exhibit 12.7 Hersey and Blanchards Situational Leadership Model

High relationship and low task High High task and high relationship STYLE OF LEADER
S3 S2 S4 S1
High R4
Moderate R3 R2
Low R1
Low Task Behaviour Low relationship and low task
High High task and low relationship
Able Able Unable Unable and and and and willing unwilling willing unwilling Follower Readiness
Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved.
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Leader Participation Model (Vroom and Yetton)
Leader behaviour must be adjusted to reflect the task structure Suggests appropriate participation level in decision making
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Leader Participation Model Contingencies:
Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence
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Leadership Styles: Vroom Leader Participation Model

Decide Consult Individually Consult Group Facilitate Delegate
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H L
H L H L H L H L H L
Decide Delegate
Consult (Group)
L P R O B L E M S T A T E M E N T H L
H L
Exhibit 12.8 Time-Driven Model
Facilitate
Consult (Individually)
H L
Facilitate
Consult (Group)
L H
H L
Decide Facilitate
Consult (Individually)
L H L H L
Decide Delegate Facilitate Decide
Source: Adapted from V. Vroom, Leadership and the Decision-Making Process, Organizational Dynamics, vol. 28, no. 4 (2000), p. 87.
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Path-Goal Model
Leaders job is to assist his or her followers in achieving organizational goals Leaders style depends on the situation:
Directive Supportive Participative Achievement-oriented
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Exhibit 12.9 Path-Goal Theory

Environmental Contingency Factors Task Structure Formal Authority System Work Group Leader Behaviour Directive Supportive Participative Achievement Oriented Subordinate Contingency Factors Locus Control of Experience Perceived Ability Outcomes Performance Satisfaction
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Leader:
Someone who can influence others and got the capability to change their behavior. A leader strengthens and inspires the followers to accomplish shared goals. Leaders shape the organizations values, promote the organizations values protect the organizations values and exemplify the organizations values.
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Leader:
A leader is a person who can take a group of people to a place they dont think they can go
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Leadership:
The process of influencing a group of people toward the achievement of goals. There are a number of tools and techniques for Good Management and principles and practices may also vary from industry to industry and firm to firm but the only thing which is common and upon which there is unanimous agreement is importance of leadership
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Characteristics of Quality Leaders:

Visible, Committed and Knowledgeable. They emphasize on quality, know details, and solve the problems They personally involve in education, training and recognition of efforts. Aggressive targets. They dont just rely on incremental improvements, they try to motivate the whole work force to think about quality. Strong Drivers. They choose Zero defects, no wastage, no scrap, They possess power communication skill to bring cultural change, provide detailed guidelines, and issue quality statements.
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Characteristics of Quality Leaders:

They give attention to both internal & External customer Empower rather control subordinates They believe in Continuous improvement rather than maintenance They emphasize prevention rather than cure (feed forward control) They promote collaboration rather than competition They train and coach, rather than just supervise They learn from problems rather than cover up They choose on the basis of quality, rather than price They establish organization system to support quality (Quality council, Quality circles, teams, and project structure) They encourage and recognize efforts..
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The 7 habits of Leaders

Be Proactive: Taking control of things, rather being controlled by. Taking initiative and having the courage to start, to take step, Proactive people dont let circumstances, conditions or environment tell them how to respond. A proactive leader would not allow others to make decisions about his fait; rather he would make careful analysis of the situation and try to decide according to the values of the organization. A proactive Leader would always be looking for alternatives, be able to control his feelings, and would prefer to choose.
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Begin with End in Mind You mustnt a start a journey if you dont know where to go. A Leader would always be keeping in mind what would be reaction of his acts and he would not take a step un till he is 100% sure where that step would take him. A leader must have an image, an idea , a picture or a blue print of what ever step he is gonna take.Careful reading, skillful calculation and implementation of different tools and techniques would help to see the last episode of the whole story.
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Put First Things First. A leader must be a very good time manager, the work can be divided into urgent and not urgent as well as important and not important. Once the urgency and importance has been decided than management of time can be done moment-by-moment and day-byday. Following four steps would help in time management. Write down key roles for the week List down Objectives for each role Schedule time to complete objectives Adapt weekly schedule to daily activities
36
Think Win-Win Win Win is a state of Mind & Heart that constantly seek mutual benefits in all human interactions. A Quality Leader would always looking for those deals where there is benefits for both parties, employee & employer, Buyer & Supplier, Seller & Purchaser etc. It is in contrast with Win-Lose, where the person is looking for a benefit even at the cost of someone else but a Leader would not be looking for a chance like that where he could avail benefits at the cost of others. Win-Win Process -4 steps See the problem from the other view point Identify the key issues and concerns Determine acceptable results Seek possible new options to achieve those results.
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5. Seek First to Understand , Then to be Understood. A Leader would always be trying to listen, to give importance and to understand others rather then expecting others to understand him. Human needs are of two types Physical needs (food, shelter, Security, & biological needs) Psychological needs, (to be understood, to be affirmed, to be validated, and to be appreciated ) Hence if u can make sure that you do understand or at least trying to understand people would not be expecting more than that.
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6. Synergism is a concept which states that the whole is greater than the parts. Together we can do which is not possible if we were working alone. Basically synergy is the end result of Win-Win and Understanding policy. A leader would always be trying to create an atmosphere where every one is working for mutual benefits and every one understands each other, that would lead to the peak no one was thinking to reach alone
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7. Sharpen the Saw/ Renewal The Quality leader would always be taking enough time to re-energize and to gather enough resources to increase his efficiency. Renewal process involve 4 dimensions of Human nature.
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Cutting-Edge Approaches to Leadership

Transactional Leadership
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
Transformational Leadership
Leaders who inspire followers to go beyond their own self-interests for the good of the organization Leaders who have a profound and extraordinary effect on their followers
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Cutting-Edge Approaches to Leadership (contd)

Charismatic Leadership
An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways Characteristics of charismatic leaders:
Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and to follower needs Exhibit behaviours that are out of the ordinary
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Charismatic Leadership (contd)
Effects of Charismatic Leadership
Increased motivation, greater satisfaction More profitable companies Charismatic leadership may have a downside:
After recent ethics scandals, some agreement that CEOs with less vision, and more ethical and corporate responsibility, might be more desirable
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Visionary Leadership
A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation Visionary leaders have the ability to:
Explain the vision to others Express the vision not just verbally but through behaviour Extend or apply the vision to different leadership contexts
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Team Leadership Characteristics
Having patience to share information Being able to trust others and to give up authority Understanding when to intervene
Team Leaders Job

Managing the teams external boundary Facilitating the team process
Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communicating
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Exhibit 12.10 Specific Team Leadership Roles

Coach Liaison with External Constituencies
Conflict Manager
Team Leader Roles
Troubleshooter
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Current Leadership Issues

Managing Power
Legitimate power
The power a leader has as a result of his or her position
Expert power
The influence a leader can exert as a result of his or her expertise, skills, or knowledge
Coercive power
The power a leader has to punish or control
Referent power
The power of a leader that arises because of a persons desirable resources or admired personal traits
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Reward power
The power to give positive benefits or rewards
Developing Trust
Credibility (of a Leader) The assessment, by a leaders followers, of the leaders honesty, competence, and ability to inspire Trust The belief of followers and others in the integrity, character, and ability of a leader
Dimensions of trust: integrity, competence, consistency, loyalty, and openness
Trust is related to increases in job performance, organizational citizenship behaviours, job satisfaction, and organization commitment
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Tips for Managers: Suggestions for Building Trust

Practise openness Be fair Speak your feelings Tell the truth Show consistency Fulfill your promises Maintain confidences Demonstrate competence
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Providing Moral Leadership

Addressess both the moral content of a leaders goals and the means used to achieve those goals Ethical leadership is more than being ethical
Includes reinforcing ethics through organizational mechanisms
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Providing On-line Leadership

Challenges of On-line Leadership
Communication
Choosing the right words, structure, tone, and style for digital communications
Performance management
Defining, facilitating, and encouraging performance
Trust
Creating a culture where trust is expected, encouraged, and required
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Empowering Employees
Empowerment
Involves increasing the decision-making discretion of workers Why empower employees?
Quicker responses to problems and faster decisions Relieves managers to work on other problems
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Empowerment: Cautions
The following conditions should be met for empowerment to be introduced:
Clear definition of companys values and mission Employees have relevant skills Employees need to be supported, not criticized, when performing Employees need to be recognized for their efforts
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Exhibit 12.11 Selected Cross-Cultural Leadership Findings

Korean leaders are expected to be paternalistic toward employees. Arab leaders who show kindness or generosity without being asked to do so are seen by other Arabs as weak. Japanese leaders are expected to be humble and speak frequently. Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals. Malaysian leaders are expected to show compassion while using more of an autocratic than a participative style. Effective German leaders are characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation
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Cross-Cultural Leadership
Universal Elements of Effective Leadership
Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness
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Gender Differences and Leadership

Research Findings
Males and females use different styles:
Women tend to adopt a more democratic or participative style unless in a male-dominated job Women tend to use transformational leadership Men tend to use transactional leadership
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Exhibit 12.12 Where Female Managers Do Better: A Scorecard

of None the five studies set out to find gender differences. They stumbled on them while compiling and analyzing performance evaluations. Skill (Each check mark denotes which group MEN scored higher on the respective studies) Motivating Others Fostering Communication Producing High-Quality Work Strategic Planning Listening to Others Analyzing Issues WOMEN
* * *
* In one study, womens and mens scores in these categories were statistically even. Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc., Advanced Teamware Inc.
Source: R. Sharpe, As Leaders, Women Rule, BusinessWeek, November 20. 2000, p. 75.
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Leadership: Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition

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Chapter 12

LEARNING OUTLINE (contd)

Contingency Theories of Leadership

LEARNING OUTLINE (contd)

Cutting-edge Approaches to Leadership

Current Leadership Issues

Exhibit 12.1 Distinguishing Managership from Leadership

The Place of Leadership

Is Leadership Always Necessary?

Early Leadership Theories

Exhibit 12.2 Seven Traits Associated with Leadership

Research findings: mixed results

Behavioural Theories (contd)

Research findings: mixed results

Behavioural Theories (contd)

Exhibit 12.3 Behavioural Theories of Leadership

Behavioural Theories (contd)

Exhibit 12.4 The Managerial Grid

Contingency Theories of Leadership

Contingency Theories (contd)

Situational factors in matching leader to the situation:

Exhibit 12.5 Fiedlers Least-Preferred Co-worker Questionnaire

Exhibit 12.6 Findings of the Fiedler Model

Contingency Theories (contd)

Leaders must give up control as followers become more competent

Contingency Theories (contd)

Contingency Theories (contd)

Exhibit 12.7 Hersey and Blanchards Situational Leadership Model

Low Task Behaviour Low relationship and low task

High High task and low relationship

Contingency Theories (contd)

Contingency Theories (contd)

Leadership Styles: Vroom Leader Participation Model

Exhibit 12.8 Time-Driven Model

Decide Delegate Facilitate Decide

Contingency Theories (contd)

Exhibit 12.9 Path-Goal Theory

Characteristics of Quality Leaders:

Characteristics of Quality Leaders:

The 7 habits of Leaders

Cutting-Edge Approaches to Leadership

Cutting-Edge Approaches to Leadership (contd)

Cutting-Edge Approaches to Leadership (contd)

Cutting-Edge Approaches to Leadership (contd)

Cutting-Edge Approaches to Leadership (contd)

Team Leaders Job

Exhibit 12.10 Specific Team Leadership Roles

Team Leader Roles

Current Leadership Issues

Tips for Managers: Suggestions for Building Trust

Providing Moral Leadership

Providing On-line Leadership

Exhibit 12.11 Selected Cross-Cultural Leadership Findings

Gender Differences and Leadership

Exhibit 12.12 Where Female Managers Do Better: A Scorecard

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