Management vs.

Leadership
Achieves organizational goals Authority derived from formal position Has a line function Can delegate authority to others, as it resides in the position Accountable to organization

Achieves follower goals Authority derived from follower acceptance Need not function in formal chain of command Cant delegate authority to others, it resides in the person Accountable to followers

Comparing Management and Leadership

Management Creating an agenda Planning and budgeting Organizing and staffing Leadership Establishing Direction Aligning people

Developing a human network for achieving agenda Execution Outcomes

Controlling and problem solving Produces results expected by various stakeholders

Motivating and inspiring Produces change

Management vs. Leadership

Leader Manager

Leader

Manager

Exhibit 11.2: Traits Associated with Leadership Effectiveness

Intelligence Personality Abilities

Judgment

Adaptability

Ability to enlist cooperation

Decisiveness
Knowledge Fluency of speech

Alertness
Creativity Personal integrity Self-confidence Emotional balance and Control Independence

Cooperativeness
Popularity & prestige Sociability Social participation Tact, diplomacy

Trait Theory - Criticisms

Not clear which comes first, being in a leadership position or possessing the trait Trait approach provides little advice for current or soon-to-be leaders.

 Ohio State:

Behavioral Approaches

consideration initiating structure

Michigan
employee centered production oriented

Managerial Grid
concern for people concern for production

The Behavior Approach

Consideration: Behavior indicating that a leader trusts, respects, and values good relationships with followers. Initiating Structure: Behaviors of a leader to make sure work gets done and subordinates perform jobs acceptably.

Behavior Approach - Criticisms

The relationship between leader behaviors and subordinate performance and satisfaction are not necessarily clear-cut. The Behavior Approach ignores situation in which leadership takes place.

Why Trait and Behavior Approaches Fall Short

Trait approaches consider personal characteristics of the leader that may be important in achieving success in a leadership role.

Behavioral approaches attempt to specify which kinds of leader behaviors are necessary for effective leadership.

A shortcoming of both of these approaches is that they fail to take into account the interaction between people, tasks, and environment.

Exhibit 10-1 The Managerial Grid

9 8 7 6 5 4 3 2 1
1,9 Country Club Management 9,9 Team Management

Concern for People

5,5 Organization Man Management 1,1 Impoverished Management 9,1 Authority-Obedience

Concern for Production

People-oriented attention on people involve others in decisions concern on employee well being emphasis on delegation

Two Leadership Styles

Task-oriented attention on task make own decisions concern on quality and efficiency Emphasis on control and structure

Situational Theory of Leadership

An approach to leadership advocating the leaders understand their own behavior, the behavior of their subordinates, and the situation before utilizing a particular leadership style. This approach requires diagnostic skills in human behavior on the part of the leader.

Hersey-Blanchard Situational Leadership Model

Slide 1 of 2

Description of the Model

A situational leadership theory that emphasizes followers and their level of maturity. The leader must properly judge or intuitively know followers maturity level and then use a leadership style that fits the level.

Hersey-Blanchard Situational Leadership Model

Slide 2 of 2

The four leadership styles

Telling - the leader defines the roles needed to do the job and tells followers what, where, how, and when to do the tasks. Selling - the leader provides followers with structured instructions, but is also supportive. Participating - the leader and followers share in decisions about how best to complete a high-quality job. Delegating - the leader provides little specific, close direction or personal support to followers.

Situational Leadership
(Follower Readiness: Willingness and Ability)

Hi

Willingness

Lo Ability

Hi

Leader-Member Exchange Approach

Description of Approach
Recognizes that there is no such thing as consistent leader behavior across subordinates. The LMX approach suggests that leaders classify subordinates into in-group members and out-group members.
In-group members have a common bond and value system and interact with the leader. Out-group members have less in common with the leader and dont share much with her.

Why Low LMX?

Lower performance The chemistry thing (liking) Some employees dont want to be Trusted Assistants Some supervisors dont understand how to make offers to all employees

Hi LMX - So What?
Positive relationships to performance and productivity (quantity and quality) Positive relationships to job satisfaction Positive relationships to salary, promotions Positive relationships to commitment Negative relationships to absenteeism and turnover

What Can You Do If Low LMX?

Talk to boss Work harder to get the boss attention Accept the situation Quit

The Contingency Leadership Model

Description of the Model
The contingency model of leadership effectiveness was developed by Fiedler and postulates that the performance of groups is dependent on the interaction between leadership style and situational favorableness.
Leadership style is measured by the Least-Preferred Coworker Scale (LPC).

 Fiedlers Leadership Contingency Theory

Leader-Member Relations (LPC) Task-Structure (high/low) Position Power (strong/weak)

Situational / Contingency Theories of Leadership

Fiedler's Situational Characteristics

Leader-Member Relations - relationship between a leader and followers Task Structure - extent to which work to be performed by group is clearly defined Position Power - amount of formal authority leader has

Summary of Fiedlers Situational Variables and Their Preferred Leadership Styles

Situation
I
Leadermember relations Task structure Position power

Situational Characteristics
II III IV V VI VII VIII

Good High Strong

Good High Weak

Good Low Strong

Good Low Weak

Poor High Strong

Poor High Weak

Poor Low Strong

Poor Low Weak

Preferred leadership style

Task-Oriented

Relationship-Oriented

TaskOriented
Very Unfavorable

Very Favorable

Fiedlers Advice
Do not expect leaders to change their leader style from task-oriented to relationshiporiented or vice versa. Assign task-oriented leaders to very unfavorable or to very favorable situations. Assign relationship-oriented leaders to moderately favorable situations.

Path-Goal Leadership Model

Description of the Model
A theory that suggests it is necessary for a leader to influence the followers perception of work goals, self-development goals, and paths to goal attainment. The foundation for the model is the expectancy motivation theory.
The two types of situational or contingency variables considered in the model are the personal characteristics of the subordinates and the environmental pressures and demands with which subordinates must cope.

Exhibit 11.5: The Path-Goal Model

Follower/Subordinate Characteristics - Locus of control
- Experience - Ability

Leader Behavior/Styles - Directive

- Supportive - Participative - Achievement-oriented

Followers/Subordinates
- Perceptions - Motivation

Outcome
- Satisfaction - Performance

Environmental Factors
- Tasks
- Formal authority systems - Work group

Applying Houses Path-Goal Model

Leaders Style Obstacles to be Contingency Overcome by Leader Factors
-Newly formed task. -Subordinates esteem and self-actual. needs are high. Reduce ambiguity about how to perform task to link effort to perf.

Results

Directive Style

+ effort + performance + job satisfaction

Supportive Style

-Routine task. -Subordinates affiliation needs are high.

Reduce boredom of task that offers little challenge.

+ job satisfaction - absenteeism and turnover - grievances

Comparing the Situational Approaches

Four Models of Situational Leadership Fiedlers Contingency Model

Similarities
1. Focus on the dynamics of leadership. 2. Have stimulated research on leadership 3. Remain controversial because of measurement problems, limited research testing, or contradictory research results.

Houses Path-Goal Model

Hersey-Blanchard Situational Leadership Theory

Leader-Member Exchange (LMX) Approach

Transactional and Transformational Leadership

Transactional Leadership The leader helps the follower identify what must be done to accomplish the desired results: better quality output, more sales or services, reduced cost of production Transformational Leadership By expressing a vision, the transformational leader persuades followers to work hard to achieve the goals envisioned. The leaders vision provides the follower with motivation for hard work that is self-rewarding (internal)

Exhibit 12.7: Transactional Leadership

Recognizes what F L: must do to attain designated outcomes

L = Leader

L: Recognizes what F
needs

F = Follower

L: Clarifies Fs
role

Clarifies how Fs need L: fulfillment will be exchanged for enacting role to attain designated outcomes

F:

Feels confidence in meeting role requirements Develops motivation to attain desired outcomes

Recognizes value of F: designated outcomes (need-fulfilling value for F)

F:

Factors that Describe Transformational Leaders

Intellectual Stimulation Management by Exception

Individual Attention

Charisma

Contingent Reward

Charismatic Leadership
Slide 1 of 2

Defining Charismatic Leadership

Charismatic leaders have a combination of charm and personal magnetism that contribute to a remarkable ability to get other people to endorse to a remarkable ability to get other people to endorse their vision and promote it passionately.

Charismatic Leadership
Slide 2 of 2

Two Types of Charismatic Leaders

Visionary Charismatic Leaders
Through communication ability, the visionary charismatic leader links followers needs and goals to job or organizational goals.

Crisis-Based Charismatic Leaders

The crisis-produced charismatic leader communicates clearly what actions need to be taken and what their consequences will be.

Exhibit 12.5: Stages of Charismatic Leadership

Stage One
- Detecting unexploited
opportunities and deficiencies in the present situation - Sensitivity to constituents needs - Formulating an idealized strategic vision

Stage Two
- Communicating the vision - Articulating the status quo as unacceptable and the vision as the most attractive alternative - Articulating motivation to lead followers

Stage Three
- Building trust through technical expertise, personal risk-taking, selfsacrifice, and unconventional behavior

Stage Four - Demonstrating

the means to achieve the vision through role

modeling,
empowerment, & unconventional tactics