Leadership Models and Concepts

Learning Objectives

• Explain the meaning of “leadership” and

differentiate it from management.
• Summarize the trait and behavioral
approaches to leadership.
• Describe the LPC theory of leadership.
• Explain the path-goal theory of leadership.
• Describe the Vroom-Yetton-Jago model of
leadership.
 Learning Objectives

• Summarize the leader-member exchange

theory and the Hersey and Blanchard
model.
 Leadership Defined

As a process, leadership is the use of

noncoercive influence to direct and coordinate
the activities of group members to meet a goal.
As a property, leadership is the set of
characteristics attributed to those who are
perceived to use such influence successfully.
 The Importance of Leadership

From an organizational viewpoint,

leadership is vital because it has such a
powerful influence on individual and
group behavior.
 Leadership versus Management

• Leadership and management are related, but

they are not the same.
• Organizations need both management and
leadership if they are to be effective.
 Leadership Versus Management

Activity Management Leadership

Creating an agenda Planning and budgeting Establishing
direction

Developing a human Organizing and staffing Aligning people

network for achieving
the agenda

Executing plans Controlling and problem Motivating and

solving inspiring
 Early Approaches to Studying
Leadership

Trait Approach Behavioral Approach

Early researchers In the late 1940s, the
believed that notable emphasis shifted to
leaders had some determining what
unique set of qualities behaviors are
or traits that associated with
distinguished them effective leadership.
from their peers.
 The Trait Approach

• Trait researchers have focused on

identifying leadership traits, developing
methods for measuring them, and using the
methods to select leaders.
• Although the trait approach has been
largely unsuccessful, in recent years it has
received renewed interest. Researchers have
found that drive, motivation, integrity, and
other traits are common among effective
leaders.
 Behavioral Approaches to Leadership

• The goal of the behavioral approach was to

determine what behaviors are associated
with effective leadership.
• The Michigan Studies and the Ohio State
Studies were two prominent “behavioral
approach” examinations of leadership
behavior.
 The Michigan Studies

• The Michigan Studies were conducted to

determine the pattern of leadership behavior
that result in effective group performance.
• The researchers found that leadership
consists of two separate dimensions:
– Job-centered leader behavior.
– Employee-centered leader behavior.
 1,9 9,9

Country Club Management Team Management

Thoughtful attention to the needs Work accomplishment is
of people for satisfying from committed people;
relationships leads to a interpedence through a
comfortable, friendly organization “common stake” in
atmosphere and work tempo. organization purpose leads
to relationships of trust and
respect
Middle of the Road Management

5,5

Adequate organization performance is possible

through balancing the necessity to get out work
with maintaining morale of people at a
satisfactory level

Impoverished Authority-Compliance
Management Efficiency in operations results from
Exertion of minimum arranging conditions of work in such a
effort to get required work way that human elements interfere to
done is appropriate to a minimum degree.
sustain organization
membership.
1,1 9,1
 The Michigan Studies

Job-Centered Leader Employee-Centered

Behavior
Attempts to build work
group performance by
paying attention to the
efficient completion of
the task. Primary
emphasis is on the task.
Leader Behavior
Attempts to build work
group performance by
paying attention to the
human aspects of the
group. Primary emphasis
is on the person.

The studies suggested that a leader could exhibit either

behavior, but not both at the same time.
 The Ohio State Studies

• The Ohio State Studies were conducted at

about the same time as the Michigan
Studies.
• The Ohio State Studies found that leaders
engaged in two separate sets of leadership
behaviors, referred to as consideration and
initiating structure.
 The Ohio State Studies

Consideration Initiating Structure

Involves being concerned Involves clearly defining

with subordinates’ the leader-subordinate
feelings and respecting roles so that subordinates
subordinates’ ideas. know what is expected of
them.

Unlike the Michigan Studies variables, consideration and initiating

structure were not thought to be on the same continuum. Instead,
they were seen as independent dimensions of leadership behavior.
 The Leadership Grid

• Created primarily as a consulting tool to

apply the Ohio State findings, the
Leadership Grid evaluates leader behavior
along two dimensions: concern for
production and concern for people.
• This approach suggests that effective
leadership styles include high levels of both
behaviors.
 Other Approaches to Leadership

In addition to the trait and behavioral

approaches to understanding leadership
effectiveness, several additional models of
leadership have emerged over the years.
 The LPC Theory of Leadership

• The LPC theory of leadership suggests that

a leader’s effectiveness depends on the
situation.
• According to the theory, leadership
effectiveness depends on the match between
the leader’s personality and the situation.
 The LPC Theory of Leadership

• The LPC theory of leadership is a complex

theory that assesses leadership potential by
examining the relationship between task
structure, position power, and a leader’s
behavior.
• The following slide summarizes the essence
of the LPC theory of leadership.
 The LPC Theory of Leadership

Leader-Member
Relations Good Poor

Task Structure Structured Unstructured Structured Unstructured

Position Power High Low High Low High Low High Low

Situational Very Moderately Very

Favorableness favorable favorable unfavorable

Recommended Task-oriented Person-oriented Task-oriented

Leader Behavior behavior behavior behavior
Exhibit 2-1 Leadership Continuum

Use of Authority
Area of Freedom
By the Manager
Manager Manager for Subordinates
Manager Manager Manager Manager Manager
decision “sells” presents presents presents defines permits
& announces decision ideas & tentative problems limits; subordifnates
invites decision gets ask group to function
questions subject to suggestions to make within limits
change makes decision defined by
decision superior
 The Path-Goal Theory of Leadership

• The path-goal theory suggests that effective

leaders clarify the paths (behaviors) that
will lead to desired rewards (goals).
• In other words, the leader affects
subordinates’ performance by clarifying the
behavior (paths) that will lead to desired
rewards (goals).
 The Path-Goal Theory of Leadership

• The path-goal theory specifies four kinds of

leader behavior: directive, supportive,
participative, and achievement.
• Leaders are advised to vary their behaviors
in response to such situational factors as
personal characteristics of subordinates and
environmental characteristics.
 Path-Goal Leadership Model
Employee
Contingencies
Leader Leader
Behaviors Effectiveness
• Directive • Motivated
employees
• Supportive
• Satisfied
• Participative employees
• Achievement- • Leader
oriented acceptance

Environmental
Contingencies
 Path-Goal Contingencies
Employee
Contingencies Directive Supportive Participative Achievement

Skill/Experience low low high high

Locus of Control external external internal internal

Environmental
Contingencies Directive Supportive Participative Achievement

Task Structure nonroutine routine nonroutine ?

Team Dynamics –norms low cohesion + norms ?
 The Path-Goal Theory of Leadership

Leader Subordinate’s
Behavior Motivation
to Perform
Directive
Supportive
Participative
Achievement - Situational
Oriented Factors

Personal Environmental
Characteristics of Characteristics
Subordinates
Task Structure
Locus of Control
Authority
Perceived Ability
System Work
Group
 The Vroom-Yetton-Jago Model of
Leadership

• The Vroom-Yetton-Jago model of

leadership attempts to prescribe the type of
decision-making style that a manager
should use given a particular situation.
• The model requires the use of a decision
tree. The decision tree assesses the
situation in terms of several factors.
 The Vroom-Yetton-Jago Model of
Leadership

• Based on the results of the decision tree

analysis, the manager is advised to employ
one of five leadership styles, ranging from
making the decision alone to meeting with
subordinates to make a group decision.
• A key component of the model is
determining how much to involve
subordinates in making decisions.
 The Leader-Member Exchange Model

• This model stresses the fact that leaders

develop unique working relationships with
each of their subordinates.
• As stressed in the following slide, a key
factor in the nature of this relationship is
whether the individual subordinate is in the
leader’s out-group or in-group.
 The Leader-Member Exchange Model

Leader
Out-Group
In-Group

Subordinate 1 Subordinate 4

Subordinate 2 Subordinate 3
 The Leader-Member Exchange Model

• In-Group
– Typically consists of a small number of
employees with which the supervisor
establishes a special relationship.
– Members of the in-group receive a
disproportionate amount of the supervisor’s
time and attention.
– As a result, members of the in-group usually
receive special privileges and opportunities.
 The Leader-Member Exchange Model

• Out-Group
– Consists of the majority of a supervisor’s
employees.
– Members of the out-group receive less of the
supervisor’s time and attention.
– As a result, the members of the out-group are
afforded fewer privileges and opportunities.
 The Hershey and Blanchard Model

• The Hersey and Blanchard model of

leadership identifies different combinations
of leadership presumed to work best with
different levels of organizational maturity
on the part of followers.
 Summary of Key Points

• Leadership is both a process and a property.

• Early leadership research attempted

primarily to identify important traits and
behaviors of leaders.
• Newer contingency theories of leadership
attempt to identify appropriate leadership
styles on the basis of the situation.
 Summary of Key Points

• The path-goal theory focuses on appropriate

leader behavior for various situations.
• The Vroom-Yetton-Jago model suggests
appropriate decision-making styles based
on situation characteristics.
 Summary of Key Points

• Two recent perspectives that are not rooted

in traditional leadership theories are the
leader-member exchange theory and the
Hersey and Blanchard model.