Ch 11 Traditional Leadership Approaches
leadership grid 5 extremes of leadership behavior
-the 1,1 manager (impoverished management), who exhibits minimal concern for both production and people; -the 9,1 manager (authority-compliance), who is highly concerned about production but exhibits little concern for people; -the 1,9 manager (country club management), who has the exact opposite concerns from the 9,1 manager;
participative
-the leader consults with subordinates about issues and takes their suggestions into account before making a decision -This approach is best when the followers are expert and their advice is both needed and they expect to be able to give it
LPC theory of leadership model
3 factors that determine favorableness are included in the chart -leader-member relations: good OR poor -task structure: structured OR unstructured -position power: high OR low -Situational favorableness: very favorable, moderately favorable, very unfavorable -Recommended leader behavior: task oriented or behavior oriented
Kotters distinctions between management & leadership
4 elements : creating an agenda developing a human network for achieving agenda executing plans outcomes
influence
A common element of both perspectives, is the ability to affect the perceptions, beliefs, attitudes, motivation, and or behaviors of others
Leadership & management
A person can be a manager, a leader, both, or neither Organizations need both management and leadership to be effective Leadership is necessary to create and direct change and to help organiz. get through tough times Management is necessary to achieve coordination and systematic results and to handle administrative activities during times of stability and predictability
Task structure
A structured task is routine, simple, easily understood and unambiguous -LPC presumes that structured task are more favorable bc the leader need not be closely involved in defining activities and can devote time to other matters -An unstructured task is one that is non routine, ambiguous and complex -More unfavorable bc the leader must play a major role in guiding and directing the activities of subordinates
basic premises vroom contd
After evaluating a variety of problem attributes (characteristics of the problem or decision), the leader determines an appropriate decision style that specifies the amount of subordinate participation. Vroom's current formulation suggests that managers should use one of two different decision trees.
job centered
Associated w directing and monitoring the performance of subordinates -Explains work procedures -Interested in performance
Situational models
Assume that appropriate leader behavior varies from one situation to another. The goal of a situational theory is to identify key situational factors and to specify how they interact to determine appropriate leader behavior.
LPC theory of leadership, least preferred co worker
Attempts to explain and reconcile both the leaders personality and the complexities of the situation (Originally called contingency theory of leadership) Leaders effectiveness depends on the situation and as a result, some leaders may be effective in one situation or organization but no in other This theory also explains why this discrepancy may occur and identifies leader-situation matches that should result in effective performance
example of leader
But an emergency-room nurse with no formal authority may be quite effective at taking charge of a chaotic situation and directing others in how to deal with specific patient problems. Others in the emergency room may respond because they trust the nurse's judgment and have confidence in the nurse's decision-making skills.
Path-Goal Theory steps
Define the goals of the worker Clarify the path(task performance) so subordinates know which way to go Remove environmental obstacles Provide personal support along the route
Path-Goal Theory
Developed by martin evans and robert house This theory focuses on the situation and leaders behaviors rather than on fixed traits of the leader This theory suggest leaders can readily adapt to situations
Kotters distinctions between management & leadership
Ex: When executing plans, managers focus on monitoring results, comparing them with goals, and correcting deviations. In contrast, when executing plans the leader focuses on energizing people to overcome bureaucratic hurdles to help reach goals.
task versus relationship motivation
Fiedler & his associates maintain that leadership effectiveness depends on the match between the leader's personality &the situation Fiedler devised special terms to describe a leader's basic personality traits in relation to leadership: "task motivation" versus "relationship motivation." Fielder viewed task versus relationship motivation as being grounded in personality in a way that is basically constant for any given leader
Fiedler & leader situation match
Fiedler contends that when a leader's style and the situation do not match, the only available course of action is to change the situation through "job engineering" Fiedler suggests that if a person-oriented leader ends up in a situation that is very unfavorable, the manager should attempt to improve matters by spending more time with subordinates to improve leader-member relations and by laying down rules and procedures to provide more task structure
Fiedler Situational favorableness
Fiedler identified 3 factors that determine the favorableness of the situation -leader member relations -task structure -leader position power
Behavioral approach
Goal was to determine what behaviors are associated w effective leadership This approach tried to identify behaviors that differentiated effective leaders from non leaders
LPC scale
He believed, that everyone's least-preferred coworker is likely to be equally "unpleasant" and that differences in descriptions actually reflect differences in personality traits among the leaders responding to the LPC scale Fiedler contended that high-LPC leaders are basically more concerned with interpersonal relations low-LPC leaders are more concerned with task-relevant problems
The degree of task or relationship motivation in a given leader is measured by the least preferred coworker LPC scale
LPC instructions ask respondents to think of all the persons with whom they have worked and to then select their least preferred coworker Respondents then describe the coworker by marking a series of 16 scales anchored at each end by a positive or negative quality or attribute Fiedler said that the LPC scale actually say more about the leader than about the LPC
situational models
LPC theory Path-goal theory Vroom decision tree approach
consideration
Leader is concerned w the subordinates feelings and respects subordinates ideas Leader subordinate relationship characterized by mutual trust, respect, 2 way communication
Tannenbaum Schmidt Continuum
Leadership continuum acknowledged that leader behaviors represent a continuum rather than discrete extremes and that various characteristics and elements of any given situation would affect the success of any given leadership style Each point on the continuum is influenced by characteristics of the manager, subordinates, and the situation.
Leadership: process & property
Leadership involves neither force nor coercion AS A PROCESS leadership is the use of non coercive influence to direct and coordinate the activities of group members to meet a goal AS A PROPERTY leadership is the set of characteristics attributed to those who are perceived to use such influence successfully
Management & leadership
Management in conjunction with leadership can help achieve planned orderly change Leadership in conjunction with management can keep the organization properly aligned w its environment
Tannenbaum Schmidt Continuum contd
Managerial characteristics :value system, confidence in subordinates, personal inclinations, and feelings of security. Subordinate characteristics: need for independence, readiness to assume responsibility, tolerance for ambiguity, interest in the problem, understanding of goals, knowledge, experience, and expectations. Situational characteristics : type of organization, group effectiveness, the problem itself, and time pressures.
Evaluations path goal theory
Many of path theory predictions remain overly general and have not been fully refined and tested Entire model is not validated Goal was to provide a general framework for understanding how leader behavior and situation factors influence subordinate attitudes and behaviors
Michigan Studies
Michigan studies: research conducted at the university of Michigan -Goal of this work was to determine the pattern of leadership behaviors that results in effective group performance -Collected and analyzed descriptions of supervisory behavior to determine how effective supervisors differed from ineffective ones
vroom evaluations and implications
Not been fully scientifically tested There is some support for the idea that individuals who make decisions consistent with the predictions of the model are more effective than those who make decisions inconsistent with it The model therefore appears to be a tool that managers can apply with some confidence in deciding how much subordinates should participate in the decision-making process.
Leadership grid
Objective is to train its managers using organizational development techniques so that they are simultaneously more concerned for both people and production
Leadership grid
Provides a mean for evaluating leadership styles and then training managers to move toward an ideal style of behavior The horizontal axis represents concern for production (similar to job-centered and initiating-structure behaviors) The vertical axis represents concern for people (similar to employee-centered and consideration behavior).
characteristics of the environment
Task structure Formal authority system Primary work group The path-goal theory proposes that leader behavior will motivate subordinates if it helps them cope with environmental uncertainty created by those characteristics
example of manager
The chief of staff of a large hospital is clearly a manager by virtue of the position itself. At the same time, this individual may not be respected or trusted by others and may have to rely solely on the authority vested in the position to get people to do things
example of a manager & leader
The head of pediatrics, supervising a staff of twenty other doctors, nurses, and attendants, may also enjoy the staff's complete respect, confidence, and trust. They readily take her advice and follow directives without question, and often go far beyond what is necessary to help carry out the unit's mission.
Initiating structure
The leader clearly defines the leader-subordinate roles so that subordinates know what is expected of them Leader also establishes channels of communication and determines the methods for accomplishing the groups tasks
Leader-behavior theories
The leader-behavior theories have played an important role in the development of more realistic, albeit more complex, approaches to leadership. In particular, they urge us not to be so preoccupied with what properties may be possessed by leaders (the trait approach), but to instead concentrate on what leaders actually do (their behaviors).
delegate
The manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.
decide
The manager makes the decision alone and then announces or "sells" it to the group.
consult (group)
The manager presents the problem to group members at a meeting, gets their suggestions, and then makes the decision.
facilitate
The manager presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as members make the decision.
consult (individually)
The manager presents the program to group members individually, obtains their suggestions, and then makes the decision.
leader position power
The power inherent in the leaders role itself -If the leader has considerable power to assign work, reward, punish employees and recommend them for promotion , position power is high and favorable -If the leader must have job assignments approved by someone else, does not control rewards or punishments or promotions, position power is low and unfavorable
vrooms decisions tree model
The problem attributes (situational factors) are arranged along the top of the decision tree. To use the model, the decision maker starts at the left side of the diagram and assesses the first problem attribute (decision significance). The answer determines the path to the second node on the decision tree, where the next attribute (importance of commitment) is assessed This process continues until a terminal mode is reached. In this way, the manager identifies an effective decision-making style for the situation
LPC table/model
The various combinations of these three dimensions result in eight different situations, as arrayed across the first three lines of the table The table also identifies the leadership approach that is supposed to achieve high group performance in each of the eight situations
ohio studies findings
These behaviors are parallel to those found in the Michigan studies but this research suggested these 2 types were actually independent dimensions A leader could exhibit high or low levels of each behavior simultaneously Ex: Leader may clearly defines roles but exhibit little concern for their feelings and vice versa
cons of leader-behavior theories
These theories also make universal generic prescriptions about what constitutes effective leadership. The behavior theorists tried to identify consistent relationships between leader behaviors and employee responses in the hope of finding a dependable prescription for effective leadership. As we might expect, they often failed
Vrooms decision tree approach to leadership / Normative decision model of leadership
This approach attempts to prescribe a leadership style appropriate to a given situation It assumes that the same leader may display different leadership styles Vrooms approach concerns itself with only a single aspect of leader behavior (Subordinate participation in decision making)
vrooms assessment
This assessment guides the manager through the paths of the decision tree to a recommended course of action One decision tree is to be used when the manager is primarily interested in making the fastest possible decision (time driven) The other is to be used when time is less critical and the manager wishes to help subordinates improve and develop their own decision-making skills. (development driven)
Vrooms assessment
This assessment involves determining whether the given factor is "high" or "low" for the decision that is to be made. Ex: the first factor is decision significance. If the decision is extremely important and may have a major impact on the organization (i.e., choosing a location for a new plant), its significance is high. But if the decision is routine and its consequences not terribly important (i.e., selecting a logo for the firm's softball team uniforms), its significance is low.
vroom : time driven
This matrix is recommended for situations in which time is of the highest importance in making a decision. The matrix operates like a funnel. You start at the left with a specific decision problem in mind. The column headings denote situational factors that may or may not be present in that problem. You progress by selecting High or Low (H or L) for each relevant situational factor. Proceed down from the funnel, judging only those situational factors for which a judgment is called for, until you reach the recommended process.
vroom: development driven
This matrix is to be used when the leader is more interested in developing employees than in making the decision as quickly as possible. The leader assesses up to seven situational factors. These factors, in turn, funnel the leader to a recommended process for making the decision.
Early approaches to leadership: trait approach
Trait approach attempted to identify stable and enduring character traits that differentiation effective leaders and non leaders This approach lost all practice value, studies were inconsistent and it was abandoned it was recently received renewed interest because it appears that serious and scientific assessment of appropriate traits may further our understanding of the leadership phenomenon
Michigan studies: 2 basic forms of leader behavior
Two basic forms of leader behavior were identified at opposite ends of the continuum (from interviews w supervisors and subordinates) Job centered & Employee centered A leader behavior is either job centered or employee centered NOT BOTH
Basic premises of vroom theory
Vroom's decision tree approach assumes that the degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation. No one decision-making process is best for all situations.
ex if path goal theory
When task structure is high, directive leadership is less necessary and therefore less effective; similarly, if the work group gives the individual plenty of social support, a supportive leader will not be especially attractive
Fiedler & LPC
You CAN Change leaders, not have a leader change style
Path-Goal Theory
a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment
achievement oriented
achievement-oriented leadership involves setting challenging goals, expecting subordinates to perform at their highest level, and showing strong confidence that subordinates will put forth effort and accomplish the goals This approach is best when the task is complex and the worker has a high level perceived self-efficacy
A leader
can be defined as somebody who creates a vision that inspires people to follow that vision and move forward towards achieving it
A manager
can be defined as somebody who takes control and is administering, directing and ensuring that things are happening and operating as they should be
The various decision styles reflected at the ends of the tree branches represent different levels of subordinate participation that the manager should attempt to adopt in a given situation. The five styles are defined as follows:
decide delegate consult (individually consult (group) facilitate
4 kinds of leader behavior
directive supportive participative achievement oriented Path-goal theory of leadership model: assumes that leaders can change their behavior and exhibit any or all of these leadership styles
basic premises path-goal theory
has roots in expectancy theory -Argues that subordinates are motivated by their leader to the extent that the behaviors of that leader influence their expectancies -The leader affects subordinates' performance by clarifying the behaviors (paths) that will lead to desired rewards (goals) -Path-goal theory also suggests that a leader may behave in different ways in different situations.
supportive
is friendly and shows concern for subordinates' status, well-being, and needs This approach is best when the work is stressful, boring or hazardous
Leadership is vital bc
it has such a powerful influence on individual and group behavior bc the goal toward which the group directs its efforts is often desired goal of the leader, it may or may not mesh w organizational goals
Personal Characteristics
locus of control: Internal more satisfied w participative leader & feel their own efforts make a difference External more satisfied directive leader & think there own actions are of little consequence perceived ability: how people view their own ability w respect to the task Rate their ability high less likely feel a need for directive leadership, if low more likely to prefer directive leadership
employee centered
more likely to result in effective group performance than hob centered -Attempts to build effective work groups with high performance goals -Main concern is with high performance but that is to be achieved by paying attention to the human aspects of the group
leader member relations
most important Refer to the personal relationship that exists between subordinates and their leader Based on the extent to which subordinates trust respect and have confidence in their leader Higher the trust = good leader-member relations low= poor leader-member relations
Path-goal theory situational factors
personal characteristics & characteristics of environment
leadership grid 5 extremes of leadership behavior
the 5,5 manager (middle of the road management), who maintains adequate concern for both people and production; and the 9,9 manager (team management), who exhibits maximum concern for both people and production
directive
the leader lets subordinates know what is expected of them, gives specific guidance as to how to accomplish tasks, schedules work to be done, and maintains definitive standards of performance for subordinates This may be used when the task is unstructured and the follower is inexperienced or lacks confidence.
Ohio studies
they developed questionnaire given to military and industrial setting to assess subordinates perceptions of their leaders behavior Studies found 2 kinds of leadership behavior (identified several, these 2 most common) -consideration -initiation structure
