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Chapter11Leadership 11 1Definitiontheabilitynor forthatmatter areallmanagersleaders Differencebetweenmanagement leadership attitudestowardsgoals Managerstendtoadoptimpersonal leaderstakeapersonalmostfirmsareunderled overmanaged TransitioninleadershiptheoriesWhatmakesaneffectiveleader the1stapproachsoughttofinduniversalpersonalitytraitsthatleadershadtosomegreatdegreethannonleadersexplainleadershipintermsofthebehaviorapersonengagedin falsestarts basedontheirerroneousconceptionContingencymodelstoexplaintheinadequaciesofpreviousleadershipattemptingtoidentifythesetoftraitsthatpeopleimplicitlyrefertoasaleader 11 2Traittheories1930sbypsychologists Theoriesseekingpersonality social physical orintellectualtraitsdifferentiatingleadersfromnonleadersIdentifytraitsconsistentlyassociatedwithleader ambitionignoresituationalfactors Chapter11Leadership 11 3Behavioraltheoriesthelate1940s mid 1960sTheoriesproposingthatspecificbehaviorsdifferentiateleadersfromnonleaderstraitresearchweresuccessful thenleaderisbasicallyinborn wouldhaveprovidedabasisforselectingtheright leader behaviortheorieswerevalid wecouldteachpeopletobeleaders training 1 OhioStatestudiesinthelate1940s Identifyindependentdimensionsofleaderbehavior beginningwithover1000dimensionsinitiatingstructure theextenttowhichaleaderislikelytodefine 2 UniversityofMichiganstudies Employee orientedleader emphasizesinterpersonalrelationsproduction oriented emphasizestechnicalortaskaspectsofthejobEmployee orientedleaderswereassociatedwithhighergroupproductivity higherjobsatisfaction 3 ThemanagerialgridBlake Mouton A9 by 9matrixoutlining81differentstylesconcernforpeople production9possiblepositionsalongeachaxismanagersperformbestundera9 9style 9 1authoritystyle 1 9countryclubstyle 4 ScandinavianstudiesFinland Sweden Basicpremise inchangingworld effectiveleaderswouldexhibitdevelopment orientedbehavior3rdseparatedimension valuesexperimentation seekingnewideas positiveevidentin1990sdynamicenvironment Chapter11Leadership 11 4Contingencytheoriesleadershipeffectivenesswasdependentonthesituation isolatethosecriticalsituationalfactors moderatevariables 1 FiedlerModelleastpreferredco worker LPC questionnaire Identifyingleadershipstyle LPCscore relationship taskoriented 16 mid Range1200groupsDefiningthesituation leader memberrelation confidence trust respectintaskstructure degreejobassignmentsareprocedurizedpositionpower degreeofinfluencealeaderhasoverpowervariablessuchas Matchingleaderschangethesituationtofittheleader 1 2 Cognitiveresourcetheoryupdatein1987 Atheoryofleadershipstatingthataleaderobtainseffectivegroupperformanceby 1st makingeffectiveplans decisions theintellectualabilitycorrelatewithperformanceinnonstressfulsituations 2 Hersey Blanchard ssituationaltheory Acontingencytheoryfocusingonfollower sreadinessreadiness theextenttowhichpeoplehavetheabilityrelationship willing 3 Leader memberexchangetheory LMX leaderscreatein groupsimilarpersonalcharacteristicsgenerallysupportive 4 Path goaltheorybyRobertHouse Thetermpath goalisderivedfromthebeliefthateffectiveleadersclarifythepathtohelptheirfollowersgettheachievementoftheirworkgoalseasilythetheorythataleader sbehaviorisacceptabletosubordinateinsofarastheyviewitasasourceofeitherimmediateorfuturesatisfaction4leadershipbehaviors directiveleader task supportive consideration participative consulting achievement oriented setchallenginggoalsleaderbehaviorsisineffectivewhenitisredundant 4 Path goaltheory 2classesofsituationalvariables environmentalfactorsoutsidethecontrolof complement partofthepersonalcharacteristicsofthesubordinate interpretation Directiveleadstogreatersatisfactionforambiguousorstressfultask whenthereissubstantiveconflictwithin fitsonewithanexternallocusofcontrol islikelytobeviewedasredundantbyskilledsubordinates Supportiveresultsinhighperformancefitsclear bureaucraticformalauthorityrelationships participativefitsonewithaninternallocusofcontrol achievement orientedincreaseone sexpectanciesleadinghighperformanceforambiguoustask 5 Leader participationmodelin1973 byVictorVroom PhillipYetton AleadershiptheoryprovidingasetofrulestodeterminetheformMDMotivation Development 6 Irrelevantleadership Inmanysituations whateverbehaviorsleadersexhibitareirrelevantcertainindividual job organizationalvariablesactassubstitutesorneutralizers Chapter11Leadership 11 5Recentapproaches 1 Attributiontheoryattemptingtomakesenseoutofcause effectrelationship Proposethatleadershipismerelyanattributionthatpeoplemakeaboutotherindividualscharacterizeleadersashavingsuchtraitsasintelligence outgoingpersonality strongverbalskills aggressiveness understanding undertheextremeconditions 2 Charismaticleadershipextensionofattributiontheory Followersmakeattributionsofheroicorextraordinaryleadershipabilitieswhentheyobservecertainbehaviorsidentifypersonalcharacteristicsofthecharismaticleader extremelyhighconfidence avision abilitytoarticulatethevision strongconvictionsinthevision behavioroutofordinary beingachangeagent environmentalsensitivity Whenthefollower staskhasanideologicalcomponent 3 Transactional Transformationalleader Transactionalleader guideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroles taskrequirementTransformationalleader provideindividualizedcons
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