LEADERSHIP
LECTURE OUTLINE
How leaders influence others
Searching for leadership traits
Identifying leader behaviours
Developing situational theories
Promoting innovation: Transformational leadership
Are leaders necessary?
LEADERSHIP
Process of influencing others to achieve organisational goals.
HOW LEADERS INFLUENCE OTHERS
Sources of leadership power:
Legitimate power
Power stemming from a position’s placement in the managerial hierarchy
Reward power
Power based on the capacity to provide valued rewards to others
Coercive power
Power based on the ability to punish others
HOW LEADERS INFLUENCE OTHERS
Sources of leadership power (cont.):
Expert power
Power based on the possession of expertise valued by others
Information power
Power based on access and control over the distribution of information
Referent power
Power resulting from being liked, admired or identified with
HOW LEADERS INFLUENCE OTHERS
HOW LEADERS INFLUENCE OTHERS
Empowerment supports leadership:
Increases manager’s ability to elicit support from subordinates
Increase in worker motivation & commitment
Decrease in supervisory effort
Increase in time spent on non-supervisory management activities
HOW LEADERS INFLUENCE OTHERS
Likely reaction to use of power:
= Resistance
= Compliance
= Commitment
LEADERSHIP TRAITS
Distinctive internal qualities or characteristics of an individual, such as physical and personality characteristics, skills, abilities and social factors
LEADERSHIP TRAITS
Early research identified no common leadership traits
Current research is inconclusive
Many believe that leadership is about what leaders do rather than about their personal traits
LEADERSHIP BEHAVIOUR
Theoretical approach based on the idea that specific behaviours may make some leaders more effective than others.
LEADERSHIP BEHAVIOUR
Iowa & Michigan studies:
Iowa
Looked at leadership styles (autocratic, democratic, laissez faire)
Workers preferred democratic style but this was not best for performance
Michigan
Employee-centred leaders superior to job-centred leaders
LEADERSHIP BEHAVIOUR
Ohio State studies:
Suggested that the ideal was for leaders to combine job-centredness with an ability to build mutual trust with subordinates
LEADERSHIP BEHAVIOUR
Ohio State studies:
Two key behaviours identified:
Initiating structure
Degree to which a leader defines their own role and that of subordinates in terms of achieving unit goals
Consideration
Degree to which a leader builds mutual trust with subordinates, respects their ideas and shows concern for their feelings
LEADERSHIP GRID
LEADERSHIP BEHAVIOUR
Gender & cultural differences:
Gender
There are few substantial differences between male and female leaders.
Culture
Japanese: group focus, long-term, humanistic
European: individual focus, more humanistic than USA
USA: individual focus
DEVELOPING SITUATIONAL THEORY
Situational theory:
Theories of leadership taking into consideration important situational factors
DEVELOPING SITUATIONAL THEORY
Fiedler’s contingency theory
Effective groups depend on match between a leader’s style of relating with subordinates & the extent to which the situation gives control to the leader.
Leader’s style:
High member relations leader is concerned with people
Task-structure leader reduces ambiguity—‘Do I know what I am supposed to do?’
Position power—how well supported is the leader by his/her superiors?
DEVELOPING SITUATIONAL THEORY
Fiedler’s contingency theory
LPC orientation
Assessing the situation
Matching leadership style to situation
DEVELOPING SITUATIONAL THEORY
Normative leadership model
Model that assists leaders assess critical situational factors that affect the extent to which they should involve subordinates in particular decisions.
Range of options is from:
A1: autocratic decision making
to
G11: democratic decision making
DEVELOPING SITUATIONAL THEORY
Situational leadership model
Theory based on the premise that leaders need to alter their behaviours depending on one major situational factor—the readiness of followers.
DEVELOPING SITUATIONAL THEORY
Situational leadership model
DEVELOPING LEADERSHIP THEORY
Path–goal theory
Theory attempting to explain how leader behaviour can positively influence the motivation and job satisfaction of subordinates
DEVELOPING LEADERSHIP THEORY
Path–goal theory
Leader behaviours
Directive leader behaviour
Supportive leader behaviour
Participative leader behaviour
Achievement-oriented leader behaviour
Situational factors
Subordinate characteristics
Context characteristics
Choosing leader behaviour to fit above
DEVELOPING LEADERSHIP THEORY
Path–goal theory:
PROMOTING INNOVATION: TRANSFORMATIONAL LEADERSHIP
Transformational leaders
Motivate individuals to perform beyond normal expectations by inspiring subordinates to focus on broader missions transcending their own self-interests
TRANSFORMATIONAL LEADERSHIP
Charisma
Leadership factor comprising the leader’s ability to inspire pride, faith and respect; to recognise what is really important; and to articulate effectively a sense of mission, or vision, to inspire followers.
TRANSFORMATIONAL LEADERSHIP
ARE LEADERS NECESSARY?
LECTURE OUTLINE
How leaders influence others
Searching for leadership traits
Identifying leader behaviours
Developing situational theories
Promoting innovation: Transformational leadership
Are leaders necessary?
LEADERSHIP
Process of influencing others to achieve organisational goals.
HOW LEADERS INFLUENCE OTHERS
Sources of leadership power:
Legitimate power
Power stemming from a position’s placement in the managerial hierarchy
Reward power
Power based on the capacity to provide valued rewards to others
Coercive power
Power based on the ability to punish others
HOW LEADERS INFLUENCE OTHERS
Sources of leadership power (cont.):
Expert power
Power based on the possession of expertise valued by others
Information power
Power based on access and control over the distribution of information
Referent power
Power resulting from being liked, admired or identified with
HOW LEADERS INFLUENCE OTHERS
HOW LEADERS INFLUENCE OTHERS
Empowerment supports leadership:
Increases manager’s ability to elicit support from subordinates
Increase in worker motivation & commitment
Decrease in supervisory effort
Increase in time spent on non-supervisory management activities
HOW LEADERS INFLUENCE OTHERS
Likely reaction to use of power:
= Resistance
= Compliance
= Commitment
LEADERSHIP TRAITS
Distinctive internal qualities or characteristics of an individual, such as physical and personality characteristics, skills, abilities and social factors
LEADERSHIP TRAITS
Early research identified no common leadership traits
Current research is inconclusive
Many believe that leadership is about what leaders do rather than about their personal traits
LEADERSHIP BEHAVIOUR
Theoretical approach based on the idea that specific behaviours may make some leaders more effective than others.
LEADERSHIP BEHAVIOUR
Iowa & Michigan studies:
Iowa
Looked at leadership styles (autocratic, democratic, laissez faire)
Workers preferred democratic style but this was not best for performance
Michigan
Employee-centred leaders superior to job-centred leaders
LEADERSHIP BEHAVIOUR
Ohio State studies:
Suggested that the ideal was for leaders to combine job-centredness with an ability to build mutual trust with subordinates
LEADERSHIP BEHAVIOUR
Ohio State studies:
Two key behaviours identified:
Initiating structure
Degree to which a leader defines their own role and that of subordinates in terms of achieving unit goals
Consideration
Degree to which a leader builds mutual trust with subordinates, respects their ideas and shows concern for their feelings
LEADERSHIP GRID
LEADERSHIP BEHAVIOUR
Gender & cultural differences:
Gender
There are few substantial differences between male and female leaders.
Culture
Japanese: group focus, long-term, humanistic
European: individual focus, more humanistic than USA
USA: individual focus
DEVELOPING SITUATIONAL THEORY
Situational theory:
Theories of leadership taking into consideration important situational factors
DEVELOPING SITUATIONAL THEORY
Fiedler’s contingency theory
Effective groups depend on match between a leader’s style of relating with subordinates & the extent to which the situation gives control to the leader.
Leader’s style:
High member relations leader is concerned with people
Task-structure leader reduces ambiguity—‘Do I know what I am supposed to do?’
Position power—how well supported is the leader by his/her superiors?
DEVELOPING SITUATIONAL THEORY
Fiedler’s contingency theory
LPC orientation
Assessing the situation
Matching leadership style to situation
DEVELOPING SITUATIONAL THEORY
Normative leadership model
Model that assists leaders assess critical situational factors that affect the extent to which they should involve subordinates in particular decisions.
Range of options is from:
A1: autocratic decision making
to
G11: democratic decision making
DEVELOPING SITUATIONAL THEORY
Situational leadership model
Theory based on the premise that leaders need to alter their behaviours depending on one major situational factor—the readiness of followers.
DEVELOPING SITUATIONAL THEORY
Situational leadership model
DEVELOPING LEADERSHIP THEORY
Path–goal theory
Theory attempting to explain how leader behaviour can positively influence the motivation and job satisfaction of subordinates
DEVELOPING LEADERSHIP THEORY
Path–goal theory
Leader behaviours
Directive leader behaviour
Supportive leader behaviour
Participative leader behaviour
Achievement-oriented leader behaviour
Situational factors
Subordinate characteristics
Context characteristics
Choosing leader behaviour to fit above
DEVELOPING LEADERSHIP THEORY
Path–goal theory:
PROMOTING INNOVATION: TRANSFORMATIONAL LEADERSHIP
Transformational leaders
Motivate individuals to perform beyond normal expectations by inspiring subordinates to focus on broader missions transcending their own self-interests
TRANSFORMATIONAL LEADERSHIP
Charisma
Leadership factor comprising the leader’s ability to inspire pride, faith and respect; to recognise what is really important; and to articulate effectively a sense of mission, or vision, to inspire followers.
TRANSFORMATIONAL LEADERSHIP
ARE LEADERS NECESSARY?
Some argue that leadership’s importance is overrated and in many contexts makes little difference.
(Yukl 1989)
ARE LEADERS NECESSARY?
Neutralisers:
Situational factors preventing leader behaviour from influencing subordinate performance/satisfaction
THESE INCLUDE:
Subordinate high need for independence
Low subordinate valence for available rewards
Physical distance of leader from subordinates
ARE LEADERS NECESSARY?
Substitutes:
Situational factors making the impact of leadership impossible or unnecessary
THESE INCLUDE:
Satisfying work
Able and experienced subordinates
Professional orientation of subordinates
Routine work, clearly specified methods/feedback
LEADERSHIP & THE ORGANISATIONAL CYCLE
LECTURE SUMMARY
How leaders influence others
Sources of power
Use of power
Searching for leadership traits
Inconclusive results
Identifying leadership behaviour
Iowa, Michigan, Ohio studies
Leadership styles, employee versus job- centredness
LECTURE SUMMARY
Developing situational theory
Fiedler’s contingency model, Normative model, Situational leadership model, Path–goal theory
Transformational leadership
Charisma, individual consideration & intellectual stimulation
Are leaders necessary?
Neutralisers, substitutes
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