LEADERSHIP

Chapter 11

What is Leadership ?

The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement (Stogdill, 1950, p. 3)
Three key components to this definition: - an interpersonal process between one person and a group - cant have leaders without followers - criterion for effective leadership = goal achievement

Contingency Approaches Modelul contingentei

Contingency approaches:
approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively

Fiedlers contingency model: a

model designed to diagnose whether a leader is task-oriented or relationshiporiented and match leader style to the situation

Contingency Theory (Fiedler 1978)

Leadership effectiveness is determined by the interaction between the leader's personal characteristics and the characteristics of the situation Leaders are classified as person-oriented or task-oriented (which type will be more effective depends on the leader's degree of situational control) Control depends on relationship between leader/followers, the degree of task structure, and the leader's authority (position power)

Contingency Theory (Fiedler 1978)

The task-oriented leader will be effective in extremely favorable or extremely unfavorable situations The person-oriented leader will be more effective in moderately favorable situations Criticisms include most of research was in the lab

Path-Goal Theory (House 1971) T. indicarii drumului spre scop

Path-goal theory focuses on the kinds of leader behaviors that allow subordinates to achieve personal and organizational goals Four leadership styles can be adopted to facilitate employee attainment of goals

Directive Supportive Participative Achievement-oriented

Path-Goal Situations and Preferred Leader Behaviors

Situation
Followers lack self-confidence

Leader Behavior
Supportive Leadership

Impact on Follower
Increases confidence to achieve work outcomes

Outcome

Ambiguous job

Directive Leadership

Clarifies path to reward

Increased effort; improved satisfaction and performance

Lack of job challenge

AchievementOriented Leadership

Set and strive for high goals

Incorrect reward

Participative Leadership

Clarifies followers needs to change rewards

Path-Goal Theory (House 1971)

The most effective leadership style depends on the situation and the characteristics of the subordinates Requires leader flexibility Directive style works best with unskilled workers Supportive leadership works best with highly skilled workers Theory is difficult to test and operationalize

Situational Theory - Hersey and Blanchard (1978) M. raspunsului social

orientarea spre sarcina / spre interactiune
- Ip1:

Hersey and Blanchards extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior.
Hersey and Blanchard suggest that groups benefit from leadership that meshes with the developmental stage of the group.

Hersey and Blanchards Situational Theory of Leadership

Follower Characteristics Low readiness level Appropriate Leader Style Telling (high task-low relationship) Selling (high task-high relationship) Participating (low task-high rel.) Delegating (low task-low relationship)

Moderate readiness level

High readiness level

Very high readiness level

Leader-Member Exchange Theory (LMX) (Graen & Schlieman 1978) M. legaturilor diadice verticale

Leader-member exchange theory (LMX) focuses on how the leader-follower relationship affects the leadership process Subordinates are of two types: "in-group" and "out-group" In-group employees are viewed by the leader as competent, trustworthy, and highly motivated Out-group employees are viewed as incompetent, untrustworthy, and poorly motivated

Leader-Member Exchange Theory (LMX) (Graen & Schlieman 1978)

Two leadership styles: supervision (based on formal authority) and leadership (based on persuasion) Leaders use supervision with out-group employees, and leadership with in-group members Leaders and in-group members establish personal relationships leading to mutual support and understanding High-LMX relationship groups tends to outperform low-LMX relationship groups

Transactional vs. Transformational Leaders

Transactional leaders focus on the social interactions between leaders and followers It is based on followers' perceptions of and expectations about the leaders abilities The behavior of transactional leaders depends on what their followers think of them

Transformational Leaders

Transformational leaders are not constrained by their followers' perceptions but are free to act to transform (change) their followers' views They challenge and inspire with a sense of purpose and excitement They create a vision and communicate it while accepting feedback and suggestions

Elements of Transformational Leadership

Creating a Strategic Vision

Communicating the Vision

Transformational Leadership
Building Commitment Modeling the Vision

Transformational Leaders

Do not accept the status quo Create a graphic and compelling vision of the future Act as role models Are often referred to as tough Energise and inspire others Are said to be charismatic Are very instrumental in times of turbulence / crises Provide sense of individual consideration Provide stimulation (intellectual and emotional) (James MacGregor Burns, 1978)

Authentic Leadership

Owning ones own personal experiences (values, thoughts, emotions and beliefs) and acting in accordance with ones true self Leader-follower relationships characterised by:

transparency, openness & trust guidance towards worthy objectives emphasis on follower development
(William Gardiner et al, 2005)

Moral Leadership

As a concept, leadership should mean a set of values dedicated to promoting human development for the common good of people in a democratic environment, both at the national and international levels
(Adel Safty, 2003)

The modern leader is willing to take responsibility without waiting for a request or bureaucratic permission
(Ronald Heifertz, 2003)

Leadership & Gender Differences

Sex differences in leadership effectiveness: Women tend to adopt participative and transformational styles of leadership Men are more likely to enact autocratic, laissez-faire, and transactional styles.

Leadership and Emotions

An emotionally intelligent leader can monitor his or her moods through selfawareness, change them for the better through self-management, understand their impact through empathy, and act in ways that boost others moods through relationship management
(Goleman, Boyatzis & McKee, 2001)

Distributed Leadership

In the twenty-first century organization, we need to establish communities where everyone shares the experience of serving as a leader, not sequentially, but concurrently and collectively. These I call leaderful organizations. (Joseph Raelin, 2003, p. xi) The model makes the case for the end of leadership as we commonly know itthat is, rank-based managementand introduces a method for developing an organisation into a true society of peers. I call this model the peer-based organization.

(Jeffrey Nielsen, 2004, p. x)

Level 5 Leadership Hierarchy

Level 5: Executive builds enduring greatness through a paradoxical blend of personal humility and professional will Level 4: Effective Leader catalyses commitment to vigorous pursuit of a clear and compelling vision, stimulating higher performance standards Level 3: Competent Manager organises people and resources toward the effective and efficient pursuit of predetermined objectives Level 2: Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting Level 1: Highly Capable Individual makes productive contributions through talent, knowledge, skills and good work habits (Jim Collins, 2001, Good to Great)