BA350 CH.11-12

The Leadership Grid

(originally Managerial Grid) - identifies five leadership styles reflecting different combinations of concern for people and concern for production -Horizontal axis represents concern for production -Vertical axis represents concern for people

Situational Leadership Models

--> emerging -Differ from traits models and behavior models -Assume that appropriate leader behavior varies from one situation to another situation -Seek to identify how key situational factors interact to determine appropriate leader behavior

Tannenbaum and Schmidt's Leadership Continuum

-Proposed by Tannenbaum and Schmidt -Laid the foundation for research in situational leadership; early form of situational leadership -outlines seven levels of leadership that range from boss-centered to subordinate-centered. -The continuum progresses from leaders making all decisions themselves (boss-centered) to leaders allowing subordinates to make decisions (subordinate-centered), emphasizing flexibility in leadership depending on the context and the team's maturity or capability.

Gender and Leadership

-Stereotyping of styles is no longer valid -Women tend to be more democratic decision makers; men more autocratic. -Women may have stronger interpersonal skills; men have a tendency to rely on their own judgment.

Vroom's Development-Driven Decision Tree:

-Used when employee development is prioritized over speed. -Similar to the time-driven model, assess situational factors to guide you to the best decision-making process, focusing on growing the team's skills.

Vroom's Time-Driven Decision Tree:

-Used when speed is crucial in decision-making. -Start with a specific problem and assess situational factors as High (H) or Low (L) -Follow the decision path based on these factors to reach the recommended decision-making process.

Attribution perspective on leadership

-emphasizes that followers judge a leader's effectiveness based on perceived outcomes rather than direct actions. -Leaders can enhance their perceived effectiveness by fostering positive results and managing followers' interpretations of these outcomes.

The Charismatic Leader

-envisioning, energizing, and enabling. -Charismatic leaders can be a powerful force in any organizational setting

Alternatives to Leadership

1. Leadership Substitutes 2. Leadership Neutralizers

Kotter's distinctions between management and leadership:

Creating an Agenda Management: Focuses on planning and budgeting. It sets detailed steps, timelines, and allocates resources to meet goals. Leadership: Focuses on creating a vision for the future and developing strategies to achieve it. Developing a Human Network Management: Organizes and staffs. It builds a structure, assigns responsibilities, creates policies, and monitors progress. Leadership: Aligns people. It communicates the vision to create teams and coalitions that support the goals. Executing Plans Management: Controls and solves problems. It monitors results and adjusts plans to address issues. Leadership: Motivates and inspires. It energizes people to overcome obstacles by meeting their deeper needs. Outcomes Management: Creates predictability and order, delivering expected results like meeting deadlines and staying on budget. Leadership: Drives change, leading to innovation and competitive improvements.

Levels of Subordinate Participation

Decide: The manager makes the decision alone and then announces or "sells" it to the group. Delegate: The manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution. Consult (individually): The manager presents the program to group members individually, obtains their suggestions, and then makes the decision. 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.

Types of leadership styles (Path-goal)

Identifies types of leader behaviors: -Directive -Supportive -Participative -Achievement-oriented --> Leaders should adapt their style based on the situation, considering both the personal characteristics of their subordinates and the environmental conditions.

Substitutes and Neutralizers for Leadership:

Individual: Professionalism, motivation, experience/training, or indifference to rewards. Job: Highly structured, automated, controlled, intrinsically satisfying, or provides embedded feedback Group: Strong group norms and cohesiveness. Organization: Rigid procedures, explicit goals, and strict reward systems.

Cross-Cultural Leadership

Involves leading across both international and diversity-based cultural differences.

The Meaning of Leadership

Leadership is both a process and a property

Situational Factors of Path-goal theory

Personal characteristics of subordinates -Locus of control -Perceived ability Environmental characteristics that cause uncertainty -Task structure -The formal authority system -The primary work group --> Leader behavior will motivate subordinates if it helps them cope with environmental uncertainty.

International Leadership and Project GLOBE:

Researchers identified six universal leadership traits: 1) Charismatic, value-based leadership 2) Team-oriented leadership 3) Participative leadership 4) Humane-oriented leadership 5)Autonomous leadership 6) Self-protective leadership

Emerging Issues in Leadership:

Strategic leadership- ability to understand organizational and environmental complexities and drive change to achieve and sustain optimal alignment between the two Ethical leadership- the process of leading based on consistent principles of ethical conduct Virtual leadership- leadership via distance technologies

3) Match of leader to situation

Task-oriented leaders (low LPC) excel in highly favorable or highly unfavorable situations where strong task focus helps achieve goals or manage crises. Relationship-oriented leaders (high LPC) perform best in moderately favorable situations where relationship-building supports cohesion and cooperation.

four primary leadership styles (hersey/ blanchard)

Telling (S1): High directive, low supportive. Leaders give specific instructions and closely supervise tasks. Best for followers with low competence and high need for guidance. Selling (S2): High directive, high supportive. Leaders provide direction but also encourage and support. Suitable for followers with some competence but low commitment. Participating (S3): Low directive, high supportive. Leaders focus on building relationships and facilitating input, providing less direction. Best for followers with high competence but varying commitment. Delegating (S4): Low directive, low supportive. Leaders trust followers to make decisions and complete tasks independently. This style suits followers with high competence and high commitment.

The Changing Nature of Leadership

Traditional Leader Tasks: Control situations Direct work and supervise people Closely monitor Make decisions Structure activities Leaders as Coaches and Mentors: Help select and train team members Provide guidance and direction Facilitate skill development Assist in acquiring resources Mediate conflicts and resolve disputes

1) LPC scale

Uses least-preferred coworker (LPC)- scale presumed to measure a leader's motivation -High LPC leaders are more concerned with interpersonal relationships. -Low LPC leaders are more concerned with task-relevant problems.

Leadership substitute

a characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary

Trait approach to leadership

attempted to identify stable and enduring character traits that differentiate effective leaders from nonleaders Currently accepted limited set of leadership traits: Emotional intelligence Drive Motivation Honesty and integrity Self-confidence Cognitive ability Knowledge of the business Charisma

Vroom's decision tree approach-

attempts to prescribe how much participation subordinates should be allowed in making decisions; guides leaders in choosing the best decision-making style based on situational factors Decision Tree Model: The approach uses a decision tree with yes/no questions about the situation

Hersey and Blanchard model

based on the premise that appropriate leader behavior depends on the "readiness" of followers --> As follower readiness (i.e., subordinate's degree of motivation, competence, experience, and interest in accepting responsibility) improves, the leader's relationship style should change from telling to selling to participation to delegating.

Michigan leadership studies

defined job-centered and employee-centered leadership as opposite ends of a single leadership dimension Job-centered leader behavior- involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance Employee-centered leader behavior- involves attempting to build effective work groups with high performance goals

Ohio State leadership studies

defined leader consideration and initiating-structure behaviors as independent dimensions of leadership Consideration behavior- involves being concerned with subordinates' feelings and respecting subordinates' ideas Initiating structure behavior- involves clearly defining leader-subordinate roles so that subordinates know what is expected of them

Leadership as a property

he traits that successful leaders possess

Transactional leadership

leadership focused on routine, regimented activities → A hallmark of effective leadership is the ability to understand which approach is needed: transformational or transactional

Leadership neutralizer

something that can cancel out leadership (e.g. overbearing policy/procedures, lack of follower dedication or commitment, inability of the followers)

Leader-member exchange (LMX) model of leadership

stresses the importance of variable relationships between supervisors and each of their subordinates In-group (high quality exchange)- often receives special duties requiring more responsibility and autonomy, may receive special privileges Out-group (low quality exchange)- receives less of the supervisor's time and attention and is likely to be assigned more mundane tasks, may be out of the information loop

LPC theory of leadership

suggests that a leader's effectiveness depends on the situation 1) LPC scale 2) Situational favorableness 3) Match of leader

Path-goal theory of leadership

suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals) --> Subordinates are motivated by their leader when the leader's behavior positively influences their expectations for success.

Influence

the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behavior of others

Transformational leadership

the set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

Leadership as a process

the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal

Behavioral Approaches to Leadership

tried to identify behaviors that differentiated effective leaders from non-leaders -Michigan leadership studies -Ohio State leadership studies

2) Situational favorableness

→ Three factors measure situational favorableness to help determine proper leadership focus: Leader-member relations (high importance): Reflect the quality of personal relationship, level of trust Task structure (moderate importance): Favors more structured tasks Leader position power (low importance): Power inherent in leader's role itself