PSYC 142 Chapter 13

Implicit Leadership Theories

- Follower-centric approach : • Leadership based on followers' perception of leadership - Individuals have prototypes of what leaders are supposed be like •Individuals matching these prototypes are perceived as leaders •Being perceived as leader is important: Afforded discretionary power and influence to lead effectively

Ohio State Study

- Initiating Structure (also called task oriented behaviors): includes leader activities that define and organize, or structure, the work situation, such as assigning specific tasks, defining work group - Consideration (also known as relationship-oriented behaviors): leader behaviors that show a concern for the feeling, attitudes, and needs of followers consideration more strongly related to satisfaction, and initiating structure more strongly related to performance • Both initiating structure behaviors and consideration behaviors are associated with effective leadership, but they do not necessarily coexist (independent from each other) • Too simplistic; studies fall short when it comes to making firm predictions about the relationships between leader behaviors and specific work outcomes in all types of working situations

University of Michigan

- Task-oriented behaviors: leader behaviors focused on the work task - Relationship-oriented behaviors: leader behaviors focused on maintaining interpersonal relationships on the job • Difference between: Michigan study results tended to consider relationship-oriented leader behaviors to be more effective than task-oriented behaviors

Contemporary Theories of Leadership (3)

1) Charismatic Leadership 2) Transformational Leadership 3) Implicit Leadership Theories

Contingency Theories of Leadership (4)

1) Fiedler's contingency model 2) Path-Goal Theory 3) Decision Making Model 4) Leader-Member Exchange Model

Universalist Theories of Leadership (2)

1) Great Man/Woman Theory 2) Trait Theory

Key factors of Implicit Leadership Theories (6)

1) Sensitivity: understanding, sincere, helpful 2) Intelligence: intelligent, knowledgeable, educated, clever 3) Dedication: motivated, dedicated, hard-working 4) Dynamism: energetic, strong, dynamic 5) Tyranny: domineering, pushy, manipulative, loud, conceited, selfish 6) Masculinity: masculine and male

Applications of Leadership Theories (2)

1) Teaching leaders DIAGNOSTIC skills for assessing situations 2) Teaching leaders SPECIFIC skills or behaviors • A combination of both approaches is likely to be most effective

Fiedler's contingency model (3)

A leadership theory that maintains that effective leadership depends on a match between the leader's style and the degree to which the work situation gives control and influence to the leader • Assessed with LPC (least preferred coworker) : the total score indicated whether a person is a task-oriented or relationship-oriented leader. Low scores are task oriented and high scores are relationship oriented • Work situation characteristics are defined by assessing: 1) Leader-member relations: refers to the quality of the relationship between leader and followers 2) Task structure: an assessment of how well elements of the work task are structured 3) Position Power: is a leader's authority over subordinates to punish or reward

Least Preferred Coworker (LPC)

A measure that assesses leaders' task or relationship oriented by having them rate their most difficult fellow worker. Low scores are task oriented and high scores are relationship oriented

Leader-Member Exchange Theory (LMX)

A theory that effective leadership is determined by the quality of the interaction between the leader and particular group members

Leader-Member Exchange Model

A theory that effective leadership is determined by the quality of the interaction between the leader and particular group members • Worker is the situational contingency • Focus is on dyads - one on one relationship between leader and follower • Leader-member exchange can range from low quality (out-group members) to high quality (in-group members) • With high quality leader-member exchange there is frequent positive communication between leaders and members

Leadership Grid

An application of the findings from the behavioral theories --a program that stresses both task-oriented and relationship oriented behaviors as the keys to leaders success

Trait theory

Attempts to discover the traits shared by all effective leaders. Traits are enduring attributes associated with an individual's personality or makeup. Major problem trait approach: Too general Effective leadership is a combination of: • Extraversion • Conscientiousness • Openness to experience • Agreeableness • Emotional stability Possession of flexibility, charisma, and social intelligence are also important for leadership

Behavioral Theories of Leadership

Derived from Ohio State and University of Michigan studies which focuses on the behaviors common to effective leaders. Both projects arrived at some very similar conclusions concerning leaders, their behavior, and effective leadership

Transformational Leadership (4)

Focuses on the leader's ability to provide shared values and a vision for the future of the work group. Followers go "above and beyond" 1) Idealized influence: refers to the transformational leader being a positive role model for followers. These leaders "walk the walk" and would not behave in a manner inconsistent with their beliefs or values 2) Inspirational motivation: like charismatic leaders, transformational leaders are able to arouse and inspire followers by providing a compelling vision of a positive future and important and meaningful outcomes 3) Intellectual stimulation: transformational leaders stimulate followers curiosity and their innovation and creativity, this is done in an intellectually challenging way, allowing followers to have input into brainstorming sessions and in decision making 4) Individualized consideration: involves the leader's personalized attention to each follower's feelings, needs, and concerns. Through this individualized attention, each follower is developed to his or her full potential • Popular current approach

Substitutes for Leadership

Leaders may be unnecessary in certain instances: • Job enrichment groups • Groups: where all members have equal status and high skills/abilities • Where work tasks are well-structured and intrinsically satisfying to workers • Shared leadership, where leadership is shared among the group members rather than being centralized in one person

Charismatic Leadership

Leaders possess some exceptional characteristics that cause followers to be loyal and inspired • Communicate shared group goals • Convey confidence in their own abilities and those of followers • Most effective when goals are unclear and situational conditions are unstable • Some researchers suggest that charismatic leaders possess exceptionally high-quality social skills and an ability to inspire followers at a deep emotional level • Negative and positive charismatic leaders (Hitler)

Great Man/Woman Theory

Maintains that great leaders are born, not made. This theory is a belief that personal qualities and abilities make certain great persons natural leaders

Decision-Making Model

Matches characteristics of the situation with leader decision-making strategies • Provides different decision-making strategies • Predicts proper leader behavior in making decisions and gives "prescriptions" for the decision maker to follow

Key factors of LIFT (6)

Prototype: • Industry • Enthusiasm • Good Citizen Anti-prototype: • Insubordination • Incompetent • Conformity

Path-Goal Theory (4)

States that a leader's job is to help the work group achieve their desired goals - Task Oriented Behaviors (Initiating Structure) 1) Directive behavior: leader behavior that provides instructions and suggestions for performing a job. 2) Achievement-oriented behavior: leader behavior concentrated on particular work outcomes and may involve setting challenging goals for the group and measuring and encouraging improvements in behavior - Relationship Oriented Behaviors (Consideration) 3) Supportive behavior: leader behavior focusing on interpersonal relationships and showing concern for worker's well-being and providing a friendly work environment 4) Participative behavior: leader behavior that encourages members to assume an active role in group planning and decision making through actions such as soliciting information from workers about how to do the job and asking for opinions and suggestions

Leaders' Implicit Followership Theory (LIFT)

• Leader- and follower-centric approach • Leadership based on leaders' perception of followers • Leaders have prototypes of what followers are suppose to be like