GOVT 0402 - Topic #2

• Is defined as the ability to inspire confidence and support among the people on whose competence and commitment performance depends.

• Involves influencing others to achieve objectives important to them and the organization.

• Contributes to organizational effectiveness through the use of desirable personal attributes to achieve good results.

Attributes x Results

– Visionary

– Passionate

– Creative

– Flexible

– Inspiring

– Innovative

– Courageous

– Imaginative

– Experimental

– Independent

– Rational

– Consulting

– Persistent

– Problem-solving

– Tough-minded

– Analytical

– Structured

– Deliberate

– Authoritative

- Stabilizing

1. Trait Theory

2. Behavioural Theories

3. Contingency Theories

4. Contemporary Theories

• This theory seeks to explain that personality, social, physical or intellectual traits differentiate leaders from non-leaders.

• People inherit certain qualities and traits that make them better suited to leadership.

• Traits are personal characteristics of the individual including physical characteristics, intellectual ability and personality.

• Mental abilities and knowledge

• Problem-solving skills

• Imagination, creativity, and a willingness to experiment

• Technical and professional competence (knowledge of the business)

• Enthusiasm

• Self-confidence

• Trustworthiness

• Emotional intelligence

• Needs for power and achievement

• A sense of humour

• Failure to take into account the situation in which leadership occurs

• Traits alone are not sufficient for successful leadership

• Traits are only a pre-condition for certain actions that a leader must take in order to be successful

• Certain traits may enhance the perception that somebody is a leader

• These are theories proposing that specific behaviours differentiate leaders from non-leaders

• The behaviour of the leader rather than specific personality traits determines a leader’s effectiveness

• Recognizes that some leaders modify their leadership style as the situation requires

1. Ohio State Studies

2. Michigan Studies

3. Leadership Grid

4. Leader-Member Exchange Model

5. Servant Leadership

specific leader behaviours

–Consideration- the extent to which a leader is sensitive to subordinates, respect their ideas and feelings and establishes mutual trust

–Initiating Structure- describes the extent to which leader is task oriented and directs subordinates work toward achieving goals

“Initiating structure and Consideration” a leader could possess.

• A leader could possess varying amounts of both dimensions (consideration/ initiating structure)

• Consideration→ satisfaction with leader, overall job satisfaction

• Initiating structure→ job performance

• Attention must be paid to both dimensions in order to attain job satisfaction and production

effective and ineffective supervisors

–Employee-centred managers (humanistic)

–Production-centred managers (scientific)

• Employee-centred managers had the most productive work groups

• The most effective leaders had supportive relationships with employees, used group decision-making, and encouraged employee goal setting

concerns for production and people. These concerns reflect attitudes rather than actual behaviour.

• @@Concern for production @@includes results, bottom-line performance, profits, and mission

• @@Concern for people @@includes group members and co-workers

opportunistic leader shifts to any Grid style to achieve personal gain and self-promotion.

• Best style is team management — at 9,9 on the Grid (high concern for both production and people)

relate to each group member in the same manner

• Leaders develop unique working relationships with each group member

• Two groups: in-group & out-group

• The quality of relationship a group member has with a leader has a big impact on the individual’s job behaviour and performance.

serve the needs of their group members (constituents)

• Leaders measure their own effectiveness in terms of their ability to help others

• Servant leaders use a humanistic approach

-Self-sacrificing

-Humble

-Helping others to develop

@@contingent on @@(depends on) the situation or setting

• Contingent or flexible leadership can be thought of in terms of doing the right thing at the right time (as the situation evolves)

• Fielder’s Contingency Theory

• Path-Goal Theory

• Normative Decision Model

Assumes that the best style of leadership is determined by the situation in which the leader is working

least-preferred co-worker (LPC)

a manager describes his or her relationship to a referent (least preferred) co-worker.

relationship-oriented management styles (e.g. I believe s/he does his/her best)

task-oriented management styles (e.g. s/he is not meeting my expectations)

the degree to which the leader can control and influence the outcomes of group effort.

–Leader-member relations (good to bad)

–Task structure (well to ill-defined)

–Position power (leader’s ability to reward and control)

There is not one best style of leadership

achieve high morale and productivity in a given situation

the right path to goal attainment

right leadership style to match the contingencies of a particular situation.

key propositions relate to motivation, satisfaction, and performance.

• Directive

• Supportive

• Participative

• Achievement-oriented

Initiating structure, setting guidelines and standards, and conveying expectations.

Emphasizes showing concern for the wellbeing of group members and developing mutually satisfying relationships.

Involves consulting with group members and using their input into the decision-making process.

Leader sets challenging goals, promotes work improvement, sets high expectations and expects group members to act responsibly.

Path Goal Theory

-Positively affects satisfaction and expectancies of subordinates working on ambiguous tasks.

-Negatively affects satisfaction and expectancies of subordinates working on clearly defined tasks

Positively affects satisfaction of subordinates working on dissatisfying, stressful, or frustrating tasks

Positively affects satisfaction of subordinates who are ego-involved with nonrepetitive tasks

Positively affects confidence that effort will lead to effective performance of subordinates working on ambiguous and nonrepetitive tasks.

leader examines the situation and chooses the most effective decision-making style for the situation

more recent approaches to leadership

Transformational Leadership and Charismatic Leadership

–Focuses on results and structures

–Tends to conform to the existing structure of an organization

–Measures success through the formal system of rewards and penalties.

–Works within formal authority structures

–Depends on responsibility structures.

–Focuses on delivery through individual and group performance

–Optimizes performance

–Helps organizations and people make positive changes in the way they conduct their activities

–Is closely linked to strategic leadership

–Is involved in sweeping positive changes

– Raising people’s level of consciousness

– Getting people to transcend their self-interests

– Focusing people on the quest for self-fulfillment

– Helping to develop a long-range perspective

– Helping people understand the need for change

– Investing managers with a sense of urgency

- Committing to greatness

Is the ability to lead others based on personal charm, magnetism, inspiration, and emotion.

– They have vision

– They are masterful communicators

– They inspire trust

– They are energetic

– They manage their impressions

•Group member characteristics

• Highly capable persons or groups (followers) can function with less leadership

• Effective followers are self-managers, are committed, have competence and focus, and possess courage

•Task Characteristics

• Highly standardized tasks that provide feedback and are intrinsically satisfying can substitute for leadership

•Organizational factors

• Explicit plans with well-defined goals that are carried out by cohesive groups reduce the need for leadership