Unit 6: Leadership

servant-leadership

focuses on increased service to others rather than oneself focuses on providing support and growth opportunities to employees

3 categories of variables that influence quality of LMX

follower characteristics (competence, positive personalities, agreeableness, conscientiousness, and extraversion) leader characteristics (use transactional and transformational leadership tend to have more positive LMX's.) interpersonal relationship variables (trust, similarity, likeness)

situational theories

propose that the effectiveness of a particular style of leader behavior depends on the situation

positive/negative interpersonal attributes of leaders

(+) extraversion (+) agreeableness (+) communication skills (+) emotional intelligence (-) narcissism (-) machiavelianism (-) psychopathy

4 key behaviors of transformational leaders

-inspirational motivation -idealized influence -individualized consideration -intellectual stimulation

4 steps to becoming a better follower

1. understand your boss 2. understand your own style, needs, goals, expectations, and strengths and weaknesses 3. conduct a gap analysis between the understanding you have about your boss and the understanding you have about yourself 4. build on mutual strengths and adjust or accommodate the leader's divergent style, goals, expectations, and weaknesses

2 types of LMX relationships

2 types of leader-member dyads in-group out-group

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's leader-member relations be described? A. Good B. Absolute C. Poor D. Moderate E. Nonexistent

A. Good Leader-member relations reflect the extent to which the leader has the support, loyalty, and trust of the work group. This dimension is the most important component of situational control. Good leader-member relations suggest that the leader can depend on the group, thus ensuring that the work group will try to meet the leader's goals and objectives.

Tammy participates actively in the weekly team meetings, but when it comes to doing her work, she tends to do it her own way, often disregarding company policies and her boss's wishes. Tammy is probably a(n): A. Rebel B. Diplomat C. Helper D. Partisan E. Independent

A. Rebel Rebels show divergence from the leader and are least compliant.

Which of the following statements about leadership effectiveness is false? A. Leadership effectiveness is partly a function of situational factors B. Demographic characteristics such as gender have no effect on leadership traits C. Researchers have estimated that 50 percent of all managers around the world are incompetent or ineffective D. You do not need to have a formal position of authority to be a leader E. Individual difference significantly impact leadership effectiveness

B. Demographic characteristics such as gender have no effect on leadership traits Research that has demonstrated that gender is a factor in leadership traits includes differences in task and social leadership, leader style, and assertiveness.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the servant-leadership model of leadership? A. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. B. Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself. C. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. D. Jim seeks to develop leadership in others and focuses on objectives that surpass the immediate needs of the group. E. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.

B. Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself. Servant-leadership focuses on increased service to others rather than to oneself. Because the focus of servant-leadership is serving others over self-interest, servant-leaders are less likely to engage in self-serving behaviors that hurt others.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, what would the task structure of Jim's employees be considered? A. Absolute B. Medium C. High D. Low E. Nonexistent

C. High Task structure is concerned with the amount of structure contained within tasks performed by the work group. For example, a managerial job contains less structure than that of a bank teller. Because structured tasks have guidelines for how the job should be completed, the leader has more control and influence over employees performing such tasks. This dimension is the second most important component of situational control.

Which of the following is not a positive trait that sets Jack Ma apart as a leader? A. Intelligence B. Self-confidence C. High levels of energy and activity D. Machiavellianism E. Task-relevant knowledge

D. Machiavellianism

According to research, which of the following statements about men's and women's leadership traits is true? A. Women are more autocratic than men B. Men display more social leadership than women C. Men are more assertive than women D. Men are more autocratic than women E. Women display more task leadership than men

D. Men are more autocratic than women Women used a more democratic or participative style than men, and men used a more autocratic and directive style than women. Men and women were equally assertive.

Jack Ma's aptitude for creating new markets from existing industries is an example of his _________. A. Maximization skills B. Strategic skills C. Interpersonal skills D. Implicit skills E. Cognitive abilities

E. Cognitive abilities

3 types of followers

helpers: show respect to and comply with the leadership independents: distance themselves from the leadership and show less compliance rebels: show divergence from the leader and are least compliant moderate: diplomats, partisans, counselors

Fiedler: when task-oriented leadership is best

high-control or low control situations

Fiedler's 3 dimensions of situational control

leader-member relations: reflect the extent to which the leader has the support, loyalty, and trust of the work group task-structure: concerned with 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

4 categories of leader behaviors

task-oriented relationship-oriented passive transformational

integrated model of leadership

the extent to which people effectively use the 4 key leadership behaviors (task-oriented, relationship-oriented, passive, and transformational) is a function of demographic characteristics, knowledge and skills, task-oriented traits, and interpersonal attributes final component, situational factors (right behavior at the right time), then influences leadership effectiveness

idealized influence

the focus is to instill pride, respect, and trust within employees "let me provide tangible support to help you reach your goals"

In House's path-goal model, the only leader behaviors are task-motivated and relationship-motivated. T/F

False Figure 13.3 reveals that House has expanded the number of task- and relationship-oriented leader behaviors. Leader behaviors include path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group-oriented decision making, representation and networking, and value based.

The quality of an LMX is influenced by the quality of the followers, not of the leader himself or herself. T/F

False The quality of an LMX is influenced by three categories of variables: follower characteristics, leader characteristics, and interpersonal relationship variables.

2 situational leadership theories

Fiedler's contingency model House's path-goal theory

task-oriented leader behavior

Primary purpose is to ensure that people, equipment, and other resources are used in efficient way to accomplish the mission of a group or org 2 types: initiating structure transactional structure

relationship-oriented leader behavior

Purpose is to enhance employees' skills and to create positive work relationships among coworkers and between the leader and their employees include bahviors that are supporting, developmental, appreciative, and empowering 3 relationship-oriented behaviors: consideration empowerment servant-leadership

Research has shown that men and women are equally assertive. T/F

True

According to House's path-goal theory, employees with an internal locus of control are likely to prefer participative or achievement-oriented leadership. T/F

True Employees with an internal locus of control are more likely to prefer participative or achievement-oriented leadership because they believe they have control over the work environment.

According to Fiedler, a leader's style doesn't change; therefore, if there is a mismatch between a situation and the leader who is in place, it is best to move that leader to another position. T/F

True Fiedler suggests it is better to move the leader to a more suitable situation than to try to change the leader's leadership style.

Demographic traits such as gender and age influence an individual's use of leader behaviors. T/F

True Figure 13.1 represents how demographic characteristics such as gender and age, task-oriented traits, and interpersonal attributes influence an individual's use of leadership behaviors.

A situation with poor leader-member relations, low task structure, and weak position power would be considered to be a low-control situation. T/F

True Figure 13.2 shows low-control situations as: poor leader-member relations, low task structure, and weak position power.

Research indicates that leadership prototypes have recently been changing to emphasize more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness. T/F

True Recent studies showed an emphasis on more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness.

Intelligence and conscientiousness are positively related to leader effectiveness. T/F

True Table 13.1 identifies positive task-oriented traits as intelligence, conscientiousness, open to experience, and emotional stability.

Leader behavior is more important than leader traits when it comes to effectiveness. T/F

True Leader behavior is more important than leader traits when it comes to effectiveness.

charisma

a form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

leadership

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

passive leadership

aka laissez-faire leadership represents a general failure to take responsibility for leading Avoiding conflict, failing to provide coaching on difficult assignments , failing to assist employees in setting performance goals, failing to give performance feedback, failing to address issues associated with bullying, or being so hands-off that employees have little idea about what they should be doing men more than women

trait approach

attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers

behavioral style approach

attempts to identify the unique behaviors displayed by effective leaders

leader-member exchange (LMX) theory

based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them

implicit leadership theory

based on the idea that people have beliefs about how leaders should behave and what they should do for their followers beliefs summarized in a leadership prototype

contingency theory

based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches the characteristics of the situation at hand

individual-level behavioral and attitudinal outcomes associated with positive LMX

behavioral: performance turnover organizational citizenship behavior attitudinal: organizational commitment job satisfaction justice

psychopathy

characterized as a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others

4 basic skills for leaders

cognitive abilities: to identify problems and causes for rapidly changing situations interpersonal skills: to influence and persuade others business skills: to maximize the use of organizational assets strategic skills: to craft an organization's mission, vision, strategies, and implementation plans

out-group exchange

creating more formality in expectations and rewards -Low LMX relationships tend to focus on economic exchange between leaders and followers -Relationship tends to be more formal and revolves around specifically negotiating the relationship between performance and pay -Relationship doesn't create a sense of mutual trust, respect, or common fate

in-group exchange

creating trust ad mutual obligation -High LMX relationships are characterized by partnership of reciprocal influence, mutual trust, respect and liking, and a sense of common fates -Relationships become more social over time

House's path-goal theory leader behaviors

-Path-goal—clarifying behaviors -Achievement-oriented behaviors -Work-facilitation behaviors -Supportive behaviors -Interaction-facilitation behaviors -Group-oriented decision-making behaviors -Representation and networking behaviors -Value-based behaviors

how leaders can create psychological empowerment

-leading for meaningfulness (inspiring and modeling desired behaviors) -leading for self-determination or choice (delegating meaningful assignments and tasks) -leading for competence (supporting and coaching employees) -leading for progress (monitoring and rewarding others)

3 takeaways of behavioral styles theory

1. Leader behavior is more important than leader traits when it comes to effectiveness 2. Leader behaviors can be systematically improved and developed 3. There is no best style of leadership

Initiating structure and transformational leadership are both task-oriented leader behaviors. T/F

False Researchers have predominantly studied two types of task-oriented behaviors: initiating structure and transactional leadership.

House's path-goal theory 2 contingency factors

employee characteristics environmental factors

individualized consideration

entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees "let me provide tangible support to help you reach your goals"

Machiavellianism

entails the use of manipulation, a cynical view of human nature (e.g. all people lie to get what they want), and moral code that puts results over principles (e.g. cheat to get ahead)

3 important managerial and personal implications of LMX theory

expectations diversity initiative

transactional leadership

focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance

narcissism

having a "self-centered perspective, feelings of superiority, and a drive for personal power and glory"

path-goal theory

holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction

inspirational motivation

includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm "let me share a vision that transcends us to a greater good"

positive task-oriented traits of leaders

intelligence conscientiousness open to experience emotionally stability

consideration

involved leader behavior associated with creating mutual respect or trust and focuses on a concern or group members' needs and desires promotes social interaction and identification with the team and leader

intellectual stimulation

involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems

initiating structure

leader behavior that organizes and defines what group members should be doing to maximize output

characteristics of servant-leaders

listening empathy healing awareness persuasion conceptualization foresight stewardship commitment to the growth of people building community

House's path-goal theory employee characteristics

locus of control task ability need for achievement experience need for clarity

leadership prototype

mental representation of the traits and behaviors that people believe are possessed by leaders

leaders want followers who are

productive reliable honest cooperative proactive flexible

psychological empowerment

reflects employees' belief that they have control over their work

laissez-faire leadership

represents a general failure to take responsibility for leading

empowering leadership

represents the extent to which a leader creates perceptions of psychological empowerment in others

followers seek, admire, and respect leaders who foster 3 emotional responses in others:

significance: what one does at work is important and meaningful community: o a sense of unity encourages people to treat others with respect and dignity and to work together in pursuit of organizational goals excitement: people are engaged and feel energy at work

Fiedler: when relationship-oriented leadership is best

situations of moderate control

House's path-goal theory environmental factors

task structure (independent vs interdependent) work group dynamics

Fiedler's 2 leadership styles

task-orientation relationship-orientation -Fiedler believed leaders have one dominant or natural leadership style that is resistant to change -Task-motivated focus on accomplishing goals -Relationship-motivated are more interested in developing positive relationships with followers -Least preferred coworker (LPC) scale to determine leadership style -High scores indicate relationship-motivated, low scores= task-motivated

warning when applying situational theories

Treating group members differently resulted in some employees feeling that they were not among the leader's "in group"

takeaways from Fiedler's Model

1. Leadership effectiveness goes beyond traits and behaviors a. Fit between a leader's style and the situational demands is important b. Not all managers are equally suited to all business situations 2. Organizations should attempt to hire or promote people whose leadership styles fit or match situational demands a. If a manager is failing in a certain context, management should consider moving the individual to another situation 3. Leaders need to modify their style to fit a situation a. Too much task-oriented leader behavior was viewed negatively by employees but excessive relationship leadership was not b. Leaders need to experiment with finding the right amount of leadership to exhibit in different situations

5 managerial implications for transformational leadership

1. The establishment of a positive vision of the future—inspirational motivation—should be considered a first step at applying transformational leadership 2. The best leaders are not just transformational (also rely on other task-oriented and relationship-oriented behaviors) 3. Transformational leadership affects outcomes at the individual, group, and organizational levels 4. Transformational leadership works virtually 5. Transformational leaders can be ethical or unethical

3 takeaways of House's path-goal theory

1. Use more than one style of leadership 2. Help employees achieve their goals 3. Modify your leadership style to fit various employee and environmental characteristics

4 takeaways from trait theory

1. We can no longer ignore the implications of leadership traits a. Traits play a central role in how we perceive leaders and impact leadership effectiveness b. More and more companies are using management development programs to build a pipeline of leadership talent 2. The list of positive traits and "dark side" traits provides guidance regarding the leadership traits you should attempt to cultivate and avoid if you want to assume a leadership role in the future 3. Organizations may want to include personality and trait assessment in their selection and promotion processes 4. Developing a "global mind-set" increasingly is becoming a positive task-oriented trait

role of emotional intelligence in leadership effectiveness

1. emotional intelligence is an input to transformational leadership 2. emotional intelligence has a small, positive, and significant association with leadership effectiveness

5 steps of applying situational theories

1. identify important outcomes 2. identify relevant leadership behaviors 3. identify situational conditions 4. match leadership with the conditions at hand 5. determine how to make the match

leadership traits in women vs men

1. men and women were seen as displaying more task and social leadership, respectively 2. women used a more democratic or participative style than men, and men used a more autocratic and directive style than women 3. men and women are equally assertive 4. women executives, when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria

3 issues for assessing leadership

1. the content of the evaluation (criteria being used to assess effectiveness) 2. the level of evaluation (individual, group, organizational) 3. the rater's perspective

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transactional model of leadership? A. Him wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. C. Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. D. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. E. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand.

B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.

In which of the following situations would a leader's situational control be considered low? A. Leader-member relations good; task structure low; position power weak B. Leader-member relations poor; task structure low; position power weak C. Leader-member relations good; task structure high; position power weak D. Leader-member relations poor; task structure low; position power strong E. Leader-member relations poor; task structure high; position power strong

B. Leader-member relations poor; task structure low; position power weak Situation VIII is a low control example where the leader-member relations are poor, the task structure is low, and the position power is weak.

________ leadership focuses on increased benefit to others rather than to oneself. A. Transformational B. Servant C. Inspirational D. Relationship-motivated E. LMX

B. servant Servant-leadership focuses on increased service to others rather than to oneself.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's Contingency Model, how would you characterize the level of situational control in these circumstances? A. Absolute B. Moderate C. Negligible D. Low E. High

E. High This is a high-control situation because leader-member relations are good, task structure is high, and position power is weak. See Figure 13.2.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transformational model of leadership? A. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. B. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. C. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. D. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. E. Jim seeks to motivate employees to pursue organizational goals above their own self-interests.

E. Jim seeks to motivate employees to pursue organizational goals above their own self-interests. Transformational leaders motivate employees to pursue organizational goals above their own self-interests.

According to Fiedler's theory, a low-control situation favors a ________ leader. A. Laissez-faire B. Relationship-motivated C. Consultative D. Charismatic E. Task-motivated

E. Task-motivated Task-oriented leadership should be most effective in either high-control or low-control situations.

transformational model of leadership: individual and organizational characteristics

traits life experiences organizational culture

transformational leaders

transform followers to pursue organizational goals over self-interests

how transformational leadership works

• First influenced by both individual and organizational characteristics o Ex: on the individual side, research shows transformational leaders tend to have personalities that are more extroverted, agreeable, and proactive, and less neurotic, higher emotional intelligence o Females more likely to use than males o Less trait-like and more susceptible to managerial influence o Individual's life experiences play a role in developing transformational leadership and it can be learned • Organizational culture influences extent to which leaders are transformational o More adaptive/ flexible are more likely to foster the opportunity for transformational leadership to be exhibited • Use of transformational leadership creates positive effects on followers and work groups • Positive effects are expected to lead to positive outcomes like individual, group, and organizational performance; organizational commitment; organizational citizenship behaviors (OCBs); and safety behaviors