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OSU BA 352 - BA 352 Leadership

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Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Slide 20)Slide 22LeadershipLeadershipChapter FourteenTrait and Behavioral Theories of Trait and Behavioral Theories of LeadershipLeadership•Trait Theory•Behavioral Styles TheorySituational TheoriesSituational Theories•Fiedler’s Contingency Model•Path-Goal Theory•Hersey and Blanchard’s Situational Leadership Theory14-1aChapter Fourteen OutlineChapter Fourteen OutlineFrom Transactional to Charismatic From Transactional to Charismatic LeadershipLeadership•How Does Charismatic Leadership Transform Followers?•Research and Managerial ImplicationsAdditional Perspectives on LeadershipAdditional Perspectives on Leadership•The Leader-Member Exchange (LMX) Model of Leadership•Substitutes for Leadership•Servant-Leadership•Superleadership14-1bChapter Fourteen Outline Chapter Fourteen Outline (continued)(continued)14-2a•Historic findings reveal that leaders and followers Historic findings reveal that leaders and followers vary byvary by- intelligence- dominance- self-confidence- level of energy and activity- task-relevant knowledge•Contemporary findings show thatContemporary findings show that- people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance- people want their leaders to be credible- credible leaders are honest, forward-looking, inspiring, and competentLeadership TraitsLeadership Traits: represent the personal characteristics that differentiate leaders from followers.Trait TheoryTrait Theory14-2b•Gender and leadershipGender and leadership- men and women were seen as displaying more task and social leadership, respectively- 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- women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteriaTrait Theory (continued)Trait Theory (continued)•Ohio State StudiesOhio State Studies identified two critical dimensions of leader behavior.1. 1. ConsiderationConsideration:: creating mutual respect and trust with followers2. 2. Initiating StructureInitiating Structure:: organizing and defining what group members should be doing•University of Michigan StudiesUniversity of Michigan Studies identified two leadership styles that were similar to the Ohio State studies- one style was employee centered and the other was job centered•Blake and Mouton’s Managerial GridBlake and Mouton’s Managerial Grid represents four leadership styles found by crossing concern for production and concern for people14-3• Research shows that there is not one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand.Behavioral Styles TheoryBehavioral Styles Theory14-5Figure 14-1SituationalControlHigh ControlSituationsModerate Control SituationsLow ControlSituationsLeader-memberrelationsTask StructurePosition PowerGood Good GoodHigh High HighStrong Weak StrongGood Poor PoorLow High HighWeak Strong StrongPoor Poor Low Low Strong Weak Situation I II III IV V VI VII VIIIOptimal Optimal LeadershipLeadershipStyleStyleTask Motivated Task Motivated LeadershipLeadershipRelationship Relationship Motivated Motivated LeadershipLeadershipTask Task Motivated Motivated Leadership LeadershipRepresentation of Fiedler’s Representation of Fiedler’s Contingency ModelContingency Model14-6Figure 14-2 Employee CharacteristicsEmployee Characteristics- Locus of control- Task ability- Need for achievement- Experience- Need for clarity Environmental FactorsEnvironmental Factors- Employee’s task- Authority system- Work group Leadership StylesLeadership Styles- Directive- Supportive- Participative- Achievement oriented Employee AttitudesEmployee Attitudes and Behavior and Behavior- Job satisfaction - Acceptance of leader- MotivationHouse’s Path-Goal TheorySellingS2Explain decisions and provide opportunity forclarificationParticipatingS3Share ideas andfacilitate in decision making14-7Figure 14-3 Follower-Directed Leader-DirectedFollower-Directed Leader-DirectedLowLowLowLowHighHighHighHighLeader BehaviorLeader BehaviorTask BehaviorTask Behavior Follower ReadinessFollower ReadinessHighHigh Moderate Moderate LowLow R4 R4 R3 R3 R2 R2R1R1Relationship BehaviorRelationship Behavior(supportive behavior)(supportive behavior)DelegatingS4Turn overresponsibility fordecisions andimplementationTellingS1Provide specificinstructions and closelysupervise performanceHersey and Blanchard’s Hersey and Blanchard’s Situational Leadership TheorySituational Leadership Theory14-4BehaviorBehaviorRecommended Recommended BehaviorsBehaviorsListenListenIntensely listen to what others have to say. Determine the true cause of performance problems.ExamineExamineThink through problems from all perspectives. Do not play favorites and find solutions that benefit everyone involved.AssistAssistHelp others to learn from mistakes and errors.DevelopDevelopExplain the rationale for decisions and implement fair policies and procedures.EncourageEncourageProvide employees with the resources needed to do a job. Gently push people to advance into more demanding roles.RecognizeRecognizePraise people for their good work. Focus on the positive whenever possible.Source: “CEO’s Need to Listen, Examine, Assist,” The Arizona Republic, April 22, 2001, p D2.Skills and Best Practices: Tips for Skills and Best Practices: Tips for Improving Leader EffectivenessImproving Leader EffectivenessTransactional LeadershipTransactional Leadership: focuses on the interpersonal interactions between managers and employees•Transactional LeadersTransactional Leaders- use contingent rewards to motivate employees- exert corrective action only when employees fail to obtain performance goals14-8aTransactional versus Transactional versus Charismatic LeadershipCharismatic LeadershipCharismatic LeadershipCharismatic Leadership:: emphasizes symbolic leader behavior that transforms employees to pursue organizational goals over self-interests•Charismatic


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OSU BA 352 - BA 352 Leadership

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