Leadership in Organizations Chapter 10 Fundamentals of Organizational Behavior 2e Andrew J DuBrin PowerPoint Presentation by Charlie Cook Learning Objectives Differentiate between leadership and management Describe key leadership traits, styles, and behaviors Explain the basics of four different contingency theories of leadership Present an overview of transformational and charismatic leadership Explain how 360-degree feedback is used to improve leadership effectiveness Identify gender differences in leadership style Identify forces that can sometimes decrease the importance of leadership A J DuBrin, Fundamentals of Organizational 10–2 The Nature of Leadership Leadership  Is defined as the ability inspire confidence and support among the people on whose competence and commitment performance depends  Involves influencing others to achieve objectives important to them and the organization  Contributes to organizational effectiveness through the use of desirable personal attributes to achieve good results Effective Leadership = Attributes x Results A J DuBrin, Fundamentals of Organizational 10–3 Leaders versus Managers Leaders Managers  Visionary  Rational  Passionate  Consulting  Creative  Persistent  Flexible  Problem-solving  Inspiring  Tough-minded  Innovative  Analytical  Courageous  Structured  Imaginative  Deliberate  Experimental  Authoritative  Independent A J DuBrin, Fundamentals of Organizational  Stabilizing 10–4 Leadership Traits and Characteristics Cognitive Skills Personality Traits  Mental abilities and  Enthusiasm knowledge  Problem-solving skills  Imagination, creativity, and a willingness to experiment  Technical and professional competence (knowledge of the business)  Self-confidence  Trustworthiness  Emotional intelligence  Needs for power and achievement  A sense of humor A J DuBrin, Fundamentals of Organizational 10–5 Leadership Styles and Behavior Behavioral Approach to Leadership  Attempts to specify how the behaviors of effective leaders differ from less-effective leaders  Based on the assumption that leaders are relatively consistent in how they attempt to influence group members  Key concept is “leadership style”—the relatively consistent pattern of behavior that characterizes a leader  Recognizes that some leaders modify their leadership style as the situation requires A J DuBrin, Fundamentals of Organizational 10–6 Pioneering Studies on Leadership Dimensions Ohio State University Ohio State University  Initiating structure  The degree to which the leader establishes structure for group members: assigning task, specifying procedures, scheduling work, and clarifying expectations  Consideration  The degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust  Research findings  Leaders high on initiating structure were rated highly and had higher-producing work groups  High consideration in leaders is associated with low turnover and high job satisfaction A J DuBrin, Fundamentals of Organizational 10–7 High Initiating Structure Leadership Styles Based on a Combination of Initiating Structure and Consideration Low structure and high consideration High structure and high consideration Low structure and low consideration High structure and low consideration Low High Low EXHIBIT 10-2 Initiating Structure A J DuBrin, Fundamentals of Organizational 10–8 Pioneering Studies on Leadership Dimensions University of Michigan  Production-centered managers  Set tight work standards, organized tasks carefully, prescribed work methods, and supervised closely  Employee-centered managers  Encouraged participative goal setting and decisionmaking, fostered high performance by engendering trust and mutual respect A J DuBrin, Fundamentals of Organizational 10–9 Pioneering Studies on Leadership Dimensions University of Michigan  Findings  Employee-centered managers had the most productive work groups  The most effective leaders had supportive relationships with employees, used group decision making, and encouraged employee goal setting A J DuBrin, Fundamentals of Organizational 10–10 Contingency Theories of Leadership The Path-Goal Theory of Leadership  Choices for adjusting leadership styles to meet situational contingency demands: Directive Initia ting struc ture, se tting g uidelines a nd sta ndar ds, and convey ing expectatio ns Supportive Em phasizes sho wing co ncern for the well being of group m em bers and developing m utua lly satisfy ing relations hips Partic ipative Involves cons ulting with group m em bers and us ing their inp ut into the decisio n m aking process A chievement-oriented Leader sets challe nging goals, promotes work im provement, se ts hig h expectations and expects group m em bers to act responsibly A J DuBrin, Fundamentals of Organizational 10–21 The Path-Goal Theory of Leadership (Contingency factors) Personal characteristics of group members Leadership Styles OUTCOMES Directive Supportive Participative Achievement-oriented Productivity Morale Demands of the Task EXHIBIT 10-5 (Contingency factors) A J DuBrin, Fundamentals of Organizational 10–22 Contingency Relationships in Path-Goal Leadership Leadership Style Situation in which Appropriate Directive Positively affects satisfaction and expectancies of subordinates working on ambiguoustasks Negatively affects satisfaction and expectancies of subordinates working on clearly defined tasks Supportive Positively affects satisfaction of subordinates working on dissatisfying, stressful, or frustrating tasks Participative Positively affects satisfaction of subordinates who are ego-involved with nonrepetitive tasks Achievement-oriented Positively affects confidence that effort will lead to effective performance of subordinates working on ambiguousand nonrepetitive tasks EXHIBIT 10-6 A J DuBrin, Fundamentals of Organizational 10–23 Contingency Theories of Leadership The Situational Leadership Model  Explains how a leader chooses a leadership style that is appropriate to the readiness of group members  Readiness is defined as the extent to which a group member has the ability and willingness or confidence to accomplish a task  As the readiness of group members increases, a leader should rely more on relationship-related leadership behaviors and less on task-related leadership behaviors A J DuBrin, Fundamentals of Organizational 10–24 The Situational Model of Leadership Situational Leadership® is a registered trademark of the Center for Leadership Studies Reprinted with the permission of the Center for Leadership Studies, Escondido, CA 92025 All rights reserved EXHIBIT 10-7 A J DuBrin, Fundamentals of Organizational 10–25 Contingency Theories of Leadership The Normative Decision Model  Leadership is a decision-making process in which the leader examines the situation and chooses the most effective decision-making style for the situation Decide The leader m akes the decis ion alo ne  Five styles of decision making: The leader pr esents t he problem to gr oup m ember s C onsult (Ind iv idua lly) indiv idua lly , gat hers the ir sugg estio ns, and then m akes the decisio n a lone C onsult ( Group) The leader pr esents t he problem to gr oup m ember s in a m eeting, gathers t heir suggest ions, a nd the n m akes the decisio n a lone Facilita te The leader pr esents t he problem , acts a fac ilitator, and avoids infl ue ncing t he decis ion of the group D elegate The leader perm its the group to m ake the decision A J DuBrin, Fundamentals of Organizational 10–26 Contingency Theories of Leadership The matrix depicted in Exhibit 10-8  Is for time-driven group problems where a decision must be reached quickly  The decision-making style chosen depends on the situational factors as specified in the matrix:  Decision significance to the success of the project  Importance of commitment of team members to the project  Leader’s expertise in relation to the problem  Likelihood of commitment by team to your solo decision  Group Support (team) for the organization’s objectives  Team competence in working together to solve the problem A J DuBrin, Fundamentals of Organizational 10–27 Transformational and Charismatic Leadership Transformational Leader  Helps organizations and people make positive changes in the way they conduct their activities  Is closely linked to strategic leadership  Is involved in sweeping positive changes Charisma  Is the ability to lead others based on personal charm, magnetism, inspiration, and emotion A J DuBrin, Fundamentals of Organizational 10–28 Transformational and Charismatic Leadership Transformations: Raising people’s level of consciousness Getting people to transcend their self-interests Focusing people on the quest for self-fulfillment Helping to develop a long-range perspective Helping people understand the need for change Investing managers with a sense of urgency Committing to greatness A J DuBrin, Fundamentals of Organizational 10–29 Dimension and Corresponding Behaviors of Transformational Leadership Vision Communicates a clear and positive vision of the future Staff developm ent Treats staff as in dividu als, supports and encourages their development Supportive leadership Gives enc ouragement and recognition to staff Empowerment Fosters trust, involvement, and cooperation among team members Innovative thinking Encourage th inkin g about problems in new ways and question assumptions Lead by Example Is clear about his or her values, and practices what he or she preaches Charisma Instills pride and respect in others and inspires me by being highly competent Source: Sally A Ca rless, Alexander J Wearing, and Leon Mann, “A S hort Measure of Transformationa l Le adership,” Jo urnal of Business and Psych ology , Spring 2000 , p.396 EXHIBIT 10-9 A J DuBrin, Fundamentals of Organizational 10–30 Charismatic Leadership Charisma is in the eyes of the beholder Key Characteristics of Charismatics:  They have vision  They are masterful communicators  They inspire trust  They are energetic  They manage their impressions A J DuBrin, Fundamentals of Organizational 10–31 360-Degree Feedback for Improving Leadership Effectiveness 360-Degree Feedback  Is a formal evaluation system for use in improving leadership effectiveness  Input is in the form of a 360-degree survey of people who work for and with the supervisor  Self-ratings are compared to ratings of others Differences in the two ratings indicate performance area opportunities for improvement A J DuBrin, Fundamentals of Organizational 10–32 Gender Differences in Leadership A Continuing Controversy:  Do men and women have different leadership styles?  There is no clear answer  Women use a more relationship-oriented style of leadership; that is, in general, they are more cooperative, participative, and empowering than men who tend toward a command-and-control, autocratic leadership style A J DuBrin, Fundamentals of Organizational 10–33 Leadership Substitutes and Followership Substitutes for Leadership:  Group member characteristics  Highly capable persons or groups (followers) can function with less leadership  Effective followers are self-managers, are committed, have competence and focus, and possess courage  Task Characteristics  Highly standardized tasks that provide feedback and are intrinsically satisfying can substitute for leadership  Organizational factors  Explicit plans with well-defined goals that are carried out by cohesive groups reduce the need for leadership A J DuBrin, Fundamentals of Organizational 10–34 Choosing an Appropriate Leadership Model Carefully diagnose the situation Choose a leadership approach that best fits the situational deficiencies or opportunities Observe the people to be led; come to understand their interests, goals, and concerns Apply the chosen leadership approach A J DuBrin, Fundamentals of Organizational 10–35 ... influenced by the exchanges A J DuBrin, Fundamentals of Organizational 10–15 Contingency Theories of Leadership Fiedler’s Contingency Theory of Leadership  Assumes that the best style of leadership... p 30, Opportunism figure: p 31 Copyright © 1991 by Scientific Methods, Inc Reproduced by permission of the owners A J DuBrin, Fundamentals of Organizational 10–14 The Leader-Member Exchange Model... relationship-related leadership behaviors and less on task-related leadership behaviors A J DuBrin, Fundamentals of Organizational 10–24 The Situational Model of Leadership Situational Leadership®