Leaders: Born, Made or Responsive? Chapter 11 and 12What is a leader?Defining LeadershipA Conceptual Framework for Understanding LeadershipOrganizational LeadersTrait TheorySlide 7Slide 8Slide 9Behavioral Styles TheoryBehavioral ModelsSituational DifferencesRepresentation of Fiedler’s Contingency ModelFiedler’s Contingency Model Important: Table 11-3 Page 285House’s Path-Goal TheoryHersey and Blanchard’s Situational Leadership TheoryLeader-Member ExchangeAdditional Perspectives on LeadershipPowerPoint PresentationAdditional Perspectives on Leadership (continued)Transactional versus Charismatic LeadershipTransactional versus Charismatic Leadership (continued)Charismatic Model of LeadershipOrganizational BehaviorLeaders: Born, Made or Responsive? Chapter 11 and 12Leaders attempt to use influence to accomplish some goal.Organizational BehaviorWhat is a leader?•Can leaders relate to followers both as members of the group and as individuals?•Why does leadership involve the use of power and the acceptance of the leader by the follower?•How is managing different from leading?Organizational BehaviorDefining Leadership•Definition implies the use of influence•Importance of being a change agent – able to affect followers’ behaviors and performance.•Accomplishing goals – individual, group, and organizational levels•Leader effectiveness is measured by accomplishment of goals and to the satisfaction employees receive from the experienceOrganizational BehaviorA Conceptual Framework for Understanding LeadershipManagerial Behavior/Roles• Interpersonal roles• Informational roles• Decisional rolesTask-orientedPerson-orientedTransactionalTransformational Leader Characteristics/Traits• Need for achievement• Need for power• Cognitive ability• Interpersonal skills• Self-confidence• Ethics Desired End Results• Unit performance• Profitability• Goal attainment• Job satisfaction• Learning organization•Quality•Flexibility•Efficiency•DevelopmentSituational Variables: Personal and OrganizationalFollower’s needsTask StructurePosition powerLeader-Follower TrustGroup ReadinessOrganizational BehaviorOrganizational Leaders•Organizations tend to select leaders with similar backgrounds, experiences, and qualifications. •Self-selection bias – leaders tend to select individuals that are similar to themselvesOrganizational BehaviorTrait TheoryHistoric findings reveal that leaders and followers vary by- intelligence- dominance- self-confidence- level of energy and activity- task-relevant knowledgeContemporary 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 Traits: represent the personal characteristics that differentiate leaders from followers.Organizational BehaviorTrait Theory•Abilities – the exact importance of ability has not been identified – but it does play an important role in getting the job done.–Why would extreme intelligence differences between leaders and followers cause challenges?–Effective leaders exhibit the ability to cause their followers to accomplish work: setting objectives, planning work, assigning people to do work, etc.Organizational BehaviorTrait Theory•Personality Traits–What personality traits are associated with leaders?–Being able to implement action or decisions is related to the leader’s level in the organization (think about power discussed earlier)–Who would be more decisive, CEO’s or middle managers?–Predictors of leadership also include achievement, motivation, ambition, initiative, and self-confidenceOrganizational BehaviorTrait Theory•List of traits are endless•Traits such as handwriting style, order of birth in family, physical characteristics…have all been studied•Trait scores are not consistently predictive of leader effectiveness.•Patterns of effective behavior depend largely on the situation.•Don’t discount traits – after all, personal characteristics underlie the personal nature of leadershipOrganizational BehaviorBehavioral Styles Theory•Ohio State Studies identified two critical dimensions of leader behavior.1. Consideration: creating mutual respect and trust with followers2. Initiating Structure: organizing and defining what group members should be doing•University 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 Grid represents four leadership styles found by crossing concern for production and concern for people•Research shows that there is not one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand.Leaders must accomplish a task with the efforts of followersOrganizational BehaviorBehavioral ModelsOhio State Studies (Bass & Stodgill)•Initiating Structure•ConsiderationThe Managerial Grid (Blake & Mouton)Where should leaders fall?Why would this model be criticized?LOWLOWHIGHHIGHSTRUCTURECONSIDERATIONIIIIVIIIOrganizational BehaviorSituational Differences•Suggest that leadership effectiveness depends on the fit between personality, task, power, attitudes, and perceptions. –LMX–Path-Goal Theory–Fiedler Contingency Model–Hersey and Blanchard•What is effective in one situation may not be in another. A leader must be flexible and adapt to differences among subs and situations.Organizational BehaviorRepresentation of Fiedler’s Contingency ModelSituationalControlHigh 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 LeadershipStyleTask Motivated LeadershipRelationship Motivated LeadershipTask Motivated LeadershipVery favorable Very UnfavorableOrganizational BehaviorFiedler’s Contingency ModelImportant: Table 11-3 Page 285Situational High Control Moderate Control Low Control ControlLeader-member relations Good Good Good Good