Chapter 11 Leadership II: Approaches and Issues PowerPoint slides by R Dennis Middlemist Colorado State University Learning Objectives After studying this chapter, you should be able to:    Compare and contrast the various approaches to, and theories of, leadership Describe the similarities and differences between leadership and management Differentiate between charismatic, transformational, and transactional leaders ©2005 Learning Objectives After studying this chapter, you should be able to:    Discuss E-leadership Analyze the effects of culture on theories of leadership Explain the ways in which an individual can improve her/his own leadership capabilities ©2005 Leadership Perspectives Perspective Blake and Mouton: Managerial Grid Hersey and Blanchard: Situational Leadership Model Leader Follower Situation XX X XX Fiedler: Contingency Leadership Model XX House: Path-Goal Theory XX XX XX Vroom/Yetton: Normative Decision Model XX X XX Substitutes for Leadership XX XX X = Strong Emphasis XX = Very Strong Emphasis ©2005 Adapted from Exhibit 11.1: Leadership Perspectives: Relative Emphasis on Leader, Follower, and Situation Leadership Grid  Both concern for people and concern for production are necessary for effective leadership  Best managers are high on both dimensions (9,9)  A 9,9 leader is best kind of leader, irrespective of who the followers are or what kinds of situations confront the leader ©2005 Leadership Grid High 1,9 9,9 Concern for People 5,5 Low 1,1 Low ©2005 9,1 Concern for Results High Adapted from Exhibit 11.2: Blake and Mouton: The Leadership Grid Situational Leadership Model  Successful leadership behaviors on the “readiness” of followers depend  Ability in relation to a specific task  Willingness to undertake the new task  Leadership behaviors  Supportiveness (people orientation)  Directiveness (task orientation)  Four combinations of the two dimensions of leadership behavior ©2005 Situational Leadership Model Follower Ability High Participating Delegating Telling Selling Low Low High Follower Motivation Supportive leader behavior Directive leader behavior ©2005 Adapted from Exhibit 11.3: Hersey and Blanchard: Situational Leadership Model Leadership Contingency Theory  Task-oriented leaders (low LPC score) and relationship-oriented leaders (high LPC score) must be matched to leadership situations  Favorableness of leadership situation  Relations with subordinates  Task structure  Position power ©2005 Leadership Contingency Theory SITUATION Favorable (for leader) Unfavorable (for leader) Poor subordinate relationships Unstructured task Leader lacks position power Good subordinate relationships Highly structured task Leader with high amount of position power LEADERS Low LPC Perspective Rates least preferred co-worker harshly Task oriented Most effective when situation is either highly favorable or highly unfavorable 10 ©2005 High LPC Perspective Rates least preferred coworker favorably Person oriented Most effective when situation is neither highly favorable nor highly unfavorable Adapted from Exhibit 11.4: LPC Theory Normative Decision Model State the Problem GC Do subordinates share the organization goals to be attained in solving this problem? CO Is conflict among subordinates over preferred solutions likely? SI Do subordinates have sufficient information to make a high-quality decision? 17 ©2005 Adapted from Exhibit 11.7: Normative Decision-making Model for Leaders’ Use of Participation: Decision-Tree Questions Normative Decision Model Decision-making Procedures AI Manager makes decision alone AII Manager gets information from team, makes decision alone CI Manager shares problem, gets information, makes decision alone CII Manager and subordinates meet to discuss situation, manager makes decision alone G Manager and leader meet to discuss situation, team makes decision 18 ©2005 Adapted from Exhibit 11.7: Normative Decision-making Model for Leaders’ Use of Participation: Decision-Tree Questions Substitutes for Leadership  Alternative approaches  May partially substitute for leadership  Can sometimes overcome poor leadership  Aspects of organization or work situation  Can neutralize the best efforts of leaders  Inflexible organization procedures  Inadequate compensation policy 19 ©2005 Substitutes for Leadership e, Professional orientation In sa trins tis fyi ically ng tas k c en eri xp , e ing ility train Ab Substitutes for leadership Ability, experience, training Intrinsically satisfying task Substitutes for Leadership Professional orientation Direct feedback from the task 20 ©2005 Dir e fro ct fe e m the dba ta s c k k Cohesive work group (with positive performance norms up gro ork e ) e w ositiv rms o siv he h p e n Co wit anc ( rm rfo pe Advisory or staff support Advisory or staff support Adapted from Exhibit 11.8: Examples of Possible Substitutes for Leadership Leading and Managing: The Same or Different  Leaders  Create vision for organizations and units  Promote major changes in goals and procedures  Set and communicate new directions  Inspire subordinates  Managers  Deal with interpersonal conflict  Plan  Organize  Implement goals set by others (the leaders) 21 ©2005 Leading and Managing: The Same or Different  Managing ought to involve most of the activities thought of as leading  Organizations need their managers to also incorporate leadership roles into their behavior 22 ©2005 Leaders Leaders and Managers Managers Adapted from Exhibit 11.9: The Overlapping Roles of Leaders and Managers Charismatic Leadership  Charismatic leadership  Charisma is a strong form of referent power  Influence is based on individual inspirational qualities rather than formal power  Followers or subordinates identify with charismatic leaders because of these exceptional qualities 23 ©2005 Charismatic Leadership Attributes of Charismatic Leaders  Need for power  Impression management  Self-sacrifice toward organization  Innovative or unorthodox actions  Ideals, values, lofty goals  High expectations for followers  Models desired behaviors  Inspires followers  Strong belief in own ideas  High level of self-confidence 24 ©2005 Adapted from Exhibit 11.10: Attributes of the Charismatic Leader Transformational Leadership  Transformational leaders  Leaders empower and coach followers  Followers identify with the leader  Motivate followers (to)  Ignore self-interest  Work for the larger good of the organization  Achieve significant accomplishments  Make major changes 25 ©2005 Transactional Leadership  Transactional leadership  More passive  Emphasizes exchange or rewards or benefits for compliance with leader’s requests  Appeals to followers’ self-interests to motivate their performance 26 ©2005 Transformation versus Transactional Leadership Transformational Leadership Transactional Leadership Leader gains subordinates’ compliance by: Inspiring, empowering, and coaching followers Exchange of rewards and benefits Appeals focus on: Organizational and “common good” interests Self-interest Type of planned change: Major organizational change Routine changes 27 ©2005 Adapted from Exhibit 11.11: Transformation versus Transactional Leadership Guidelines for Transformational Leadership Those Who Want to Be Transformational Leaders Should: Develop a clear and appealing vision Develop a strategy for attaining the vision Articulate and promote the vision Act confident and optimistic Express confidence in followers Use early success in small steps to build confidence Celebrate successes Use dramatic, symbolic actions to emphasize key values Lead by example Source: Adapted from G Yuki, Leadership in Organizations, 3rd ed (Englewood Cliffs, NJ: Prentice Hall, 1994) 28 ©2005 Adapted from Exhibit 11.12: Guidelines for Transformational Leadership E-age Leadership  Rely on use of information technology to supplement more traditional leadership methods  Maximize use of information technology to strengthen leadership efforts 29 ©2005 Leadership Across Different National Cultures Examples of leader attributes universally viewed as positive + + Trustworthy + Encouraging + Honest + Decisive + Communicative + Dependable Examples of leader attributes universally viewed as negative - Noncooperative - Irritable - Dictatorial - Ruthless - Egocentric - Asocial Examples of leader attributes viewed as positive or negative depending on the culture +/+/- Ambitious +/- Individualistic +/- Cunning +/- Cautious +/- Class Conscious +/- Evasive Source: R J House, “Cultural Influences on Leadership and Organizations: Project GLOBE,” in W Mobley (ed.), Advances in Global Leadership, vol (Stamford, CT: JAI Press, 1998) 30 ©2005 Adapted from Exhibit 11.13: The Effect of Culture on Attitudes toward Leaders’ Attributes Improving Your Own Leadership Capabilities Set direction ASSESS Self Strengths Weaknesses Followers Skills Expectations Motivations Situation 31 ©2005 Constraints Opportunities Set performance expectations ACT Set an example Clarify and build paths Reassess and Change Cheer on/ appreciate Adapted from Exhibit 11.14: Improving Your Leadership Capabilities ... to, and theories of, leadership Describe the similarities and differences between leadership and management Differentiate between charismatic, transformational, and transactional leaders ©2005... participation should be allowed  Two key variables  Quality of the decision  Acceptance of the decision by subordinates 14 ©2005 Normative Decision Model Decision Stylea AI AII Definition Leader makes... a high-quality decision? ST Is the problem well structured? CP If you were to make the decision by yourself, is it reasonably certain that your subordinates would be committed to it? 16 ©2005