Chapter13

Managerial and Personal Implications of LMX Theory

Expectations - leaders are expected to establish high performance expectations Diversity - managers need to be careful that they don't create a homogenous work environment Initiative - important to take positive actions at improving a poor LMX

Situational Theories

Grew out of the realization that there is not a single "best" style of leadership These theories posit that the effectiveness of a particular style of leader behavior depends on the situation As situations change, different styles become appropriate

Perceptions Matter- Implicit leadership theory

Implicit leadership theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers These beliefs are summarized in a leadership prototype: -A mental representation of the traits and behaviors that people believe are possessed by leaders -It is important to understand the content of leadership prototypes because we tend to perceive that someone is a leader when he or she exhibits traits or behaviors that are consistent with our prototypes (sound familiar??)

Transformational Leadershio - Four Key Leader Behaviors

Inspirational Motivation: -Use of charisma -Attractive vision of the future Idealized Influence: -Sacrificing for the good of the group -Being a role model with high ethical standards Individualized Consideration: -Pay special attention to needs of followers -Find ways for people to develop and grow Intellectual Stimulation: -Encourage creativity, innovation, and problem-solving

What Are the Takeaways from Behavioral Styles Theory?

Leader behavior is more important than leader traits when it comes to effectiveness Leader behaviors can be systematically improved and developed There is no one best style of leadership

Path-Goal Theory

Leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction Leaders do this by: -reducing roadblocks that interfere with goal accomplishment -providing the guidance and support needed by employees -linking meaningful rewards to goal accomplishment

Fiedler's Contingency Model 3 Diemensions of situational control

Leader-member relations - the extent to which the leader has the support, loyalty, and trust of the work group Task structure - the amount of structure contained within tasks performed by the work group Position power - the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees.

Leader vs. Manager

Leader: -Deals with interpersonal aspects -inspires other -creates a vision and plan Manager: -Implement the vision and plan -getting things done -planning, direct, organizing and control

Managers should be...

Leaders

What are the takeaways from fiedler's model?

Leadership effectiveness goes beyond traits and behaviors Organizations should attempt to hire or promote people whose leadership styles fit or match the situational demands Leaders need to modify their style to fit a situation

The "Dark Side" Traits

Narcissism: -Having a self-centered perspective -Having feelings of superiority Machiavellianism: -Use of manipulation and cynical view -Moral code puts results over principles Psychopathy: -Lack of concern for others, impulsivity -Lack of remorse or guilt when actions harm others

Management Characteristics

Planning and budgeting Organizing and staffing Controlling and problem solving

Effective Leadership-3 issues

The Content of the Evaluation: -how we measuring effectiveness The Level of the Evaluation: -What level are we measuring (ind. group. org.) The Rater's Perspective: -The view of this from an individual may differ

Applying Situational Theories

step 1: Identify imprtant outcomes step2: Identify relivant leadership behaviors step 3: Identify situational conditions Step 4: Match leadership to conditions at hand step 5: Determine how to make the match

A Leader is some one:

- who influences individuals to a goal - creating + communicating a vision -influencing others through use of power -motivate people -maintain group culture -empowering others -clarifing roles -making decisions

The Trait Approach

-Attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers -Early research identified: Intelligence Dominance Self-confidence Level of energy and activity Task-relevant knowledge -Early researchers felt that leaders were "born", not "made".. More contemporary thinking indicates we can develop these traits.

3.Passive Leadership

-Called laissez-faire leadership -Represents a general failure to take responsibility for leading - it can be demoralizing and it makes employees feel unsupported. -Examples of laissez-faire leadership include: --avoiding conflict --failing to provide coaching on difficult assignment --failing to assist employees in setting performance goals --failing to give performance feedback --or being so hands-off that employees have little idea about what they should be doing.

1.Task-Oriented Leader Behavior

-Can include a host of behaviors such as planning, clarifying, monitoring, and problem solving -Primary purpose - ensure that people, equipment, and other resources are used in an efficient way Types: Initiating structure Transactional leadership

2.Relationship-Oriented Leader Behavior

-Can include behaviors that are supporting (e.g., helping people deal with stressful events), developmental (e.g., providing career advice), appreciative (e.g., providing positive praise), and empowering (e.g., allowing employees to make decisions). -Primary purpose - enhance employees' skills and to create positive work relationships Relationship-oriented behaviors --Consideration --Empowerment --Servant-leadership

The trait approach: Pos/neg interpersonal attributes

-Extravert + -Agreeableness + -Communication skill+ -Narcissium - -Machiavellianism - -Psychopathy-

Different types of followers

-Helpers: show deference to and comply with the leader -Independents: distance themselves from the leadership and show less compliance -Rebels: Show divergence from the leader and are less compliant

Model of Transformational Leadership

-Transformational leadership represents a broad type of leader behavior that goes beyond task and relational leadership. -Its origins date back to the 1940's when German sociologist Max Weber discussed the pros and cons of charismatic leadership. -Charisma is a form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm. -Transformational leaders transform followers to pursue organizational goals over self-interests

How to Be a Better Follower

-Understand your boss -Understand your own style, needs, goals, expectations, and strengths and weaknesses -Conduct a gap analysis between the understanding you have about your boss and the understanding you have about yourself -Build on mutual strengths and adjust or accommodate the leader's divergent style, goals, expectations, and weaknesses -Recognize conflict -Enhance success

What are the takeaways from trait theory?

-We can no longer ignore the implications of leadership traits -Positive traits should be cultivated and "dark side" traits avoided -Organizations should include personality testing and trait assessments in hiring and promotion -It is important to develop a "global mind-set".. diverse cultures

Fiedler's Contingency Model

-a leaders style is either going to be task or relationship motivated -How the leader will fit, and be effective -To determine your leadership style, he developed the " Least perferred coworker"

Transformational Implications for Managers

-establish positive vision -task oriented and relational orientaed -effects outcomes in indiv. group and org. -This works virtually -these leaders can be ethical or unethical. ethical ones enable employees to enhance their self-concepts, unethical ones produce/select obediant followers

The trait approach: Positive task oriented traits

-intelligence -conscientiousness -open to experience -emotional stabiltiy

Leader-Member Exchange (LMX) Model of Leadership

-leaders will have a 1 on 1 relationship with each person -They call this vertical dyad. --Ingroup exchange-creates trust and mutual obligation --Out-goup exchange- creates formality in expectations and rewards -The forming of vertical dyads are natually occuring -LMX 2nd most reasearched theory -It differs from others because it is the quality of relationships -differs because leadership behaviors are not stable

Characteristics of the servant-leader:

-lestening, empathly, healing, awarness, foresight

Leadership Process- what do leaders want from followers

-productivity -reliablility-honesty -cooperativeness -proactiveness -flexibility

Leadership Characteristics

-setting a direction -using communication -motivating people

Leadership Process- what do followers want fro leaders

-significance -community -excitement

What are the takeaways from Path-Goal Theory?

-use more than 1 style of leadership -help employees achieve their goals -modify your leadership style to carious employee and envirnonmental characteristics

What is leadership?

A process whereby an individual influences a group of individuals to achieve a common goal

Behavioral Styles Approach

Attempts to identify the unique behaviors displayed by effective leaders Leaders rely on many different types of behaviors to influence others and to accomplish goals (one researcher identified as many as 65!). These can be boiled down to four categories: -Task-oriented -Relationship-oriented -Passive -Transformational