Transcript Chap 12

© 2010 Cengage Learning
Understanding and Applying
Leadership Skills
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Thinking about Leadership
Exercise 12.1
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How are leaders and managers, different?
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Leadership Characteristics
Leader Emergence
• Traits
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Intelligence
Openness to experience
Extraversion
Conscientiousness
Emotional stability
High self-monitoring
• Leadership emergence seems to
be stable across the life-span
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Leadership Characteristics
Leader Emergence
• Motivation to Lead
– Affective identity motivation
• Experienced, enjoy being in
charge and leading
– Noncalculative motivation
• Seek leadership positions
resulting in concrete gains
– Social normative motivation
• Become leaders out of sense of
commitment or duty
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Leadership Characteristics
Leader Performance
• Traits: Big 5, Cognitive Ability
• Needs: Nach; Leadership Motive Pattern
– High need for power and low for affiliation
• Gender
• Task- versus person- orientation
• Unsuccessful leaders-Lack of training,
cognitive deficiencies, paranoid, passive
aggressive, narcissist.
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Traits
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Intelligence
Charisma
Dominance
Energy
Extraversion
Openness to experience
Agreeableness
Emotional stability
Self-monitoring
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Individual Differences and Leader Emergence
and Performance
Corrected Correlations
Trait
Emergence
Performance Meta-analysis
Personality
Neuroticism
- .24
-.22
Judge et al. (2002)
Extraversion
.33
.24
Judge et al. (2002)
Openness
.24
.24
Judge et al. (2002)
Agreeableness
.05
.21
Judge et al. (2002)
Conscientiousness
.33
.16
Judge et al. (2002)
Self-monitoring
.21
Intelligence
Need for Ach
.25
Day et al. (2002)
.27
Judge et al. (2004)
.23
Argus & Zajack (2008)
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Needs
• Types of Needs
– Power
– Achievement
– Affiliation
• Leadership Motive Pattern
– High need for power
– Low need for affiliation
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Task Versus Person Orientation
• Person-Oriented Leaders
– act in a warm, supportive manner and show concern
for the employees
– believe employees are intrinsically motivated
• Task-Oriented Leaders
– set goals and give orders
– believe employees are lazy and extrinsically
motivated
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Relationship Among Theories
Person
Orientation
High
Country club (MG)
Consideration (OS)
Theory Y
Team (MG)
Middle-of-the-Road
(MG)
Low
Task-centered (MG)
Initiating structure (OS)
Theory X
Impoverished (MG)
Low
High
Task Orientation
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Consequences of Leader
Orientation
High Person Low performance High performance
Orientation Low turnover
Low turnover
Few grievances
Few grievances
Low Person
Orientation
Low performance High performance
High turnover
High turnover
Many grievances Many grievances
Low Task
Orientation
High Task
Orientation
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Unsuccessful Leaders
(Hogan, 1989)
• Lack of training
• Cognitive deficiencies
• Personality problems
– paranoid/passive-aggressive
– high likeability floater
– narcissist
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Unsuccessful Leader Behavior
Shen et al. (2008)
• Engaging in illegal and unethical behavior
• Avoiding conflict and people problems
• Demonstrating poor emotional control (e.g., yelling and
screaming)
• Over-controlling (e.g., micromanaging)
• Demonstrating poor task performance
• Poor planning, organization, and communication
• Starting or passing on rumors or sharing confidential
information
• Procrastinating and not meeting time commitments
• Failing to accommodate the personal needs of subordinates
• Failing to nurture and manage talent
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Interaction Between the Leader
and the Situation
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Situational Favorability
Organizational Climate
Subordinate Ability
Relationships with
Subordinates
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Situational Favorability
Fiedler’s Contingency Model
• Least-Preferred Coworker Scale
• Situation Favorability
– high task structure
– high position power
– good leader-member relations
• High LPC leaders best with moderate
favorability and Low LPC leaders best with low
or high favorability
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Relationship Between LPC Scores and
Group Success
High LPC
Score
Low
Performance
High
Performance
Low Performance
Low LPC
Score
High
Performance
Low
Performance
High
Performance
Low
Moderate
High
Situation Favorability
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Organizational Climate
IMPACT Theory
• Leadership Style
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Information
Magnetic
Position
Affiliation
Coercive
Tactical
• Ideal Climate
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Ignorance
Despair
Instability
Anxiety
Crisis
Disorganization
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IMPACT Leadership Strategies
• Find a climate consistent with your
leadership style
• Change your leadership style to better fit the
existing climate
• Change your followers’ perception of the
climate
• Change the actual climate
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Subordinate Ability
Path-Goal Theory
• Instrumental style
– plans, organizes, controls
• Supportive style
– shows concern for employees
• Participative style
– shares information and lets
employees participate
• Achievement-oriented style
– sets challenging goals and rewards
increases in performance
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Subordinate Ability
Situational Leadership Theory
Employee is Unable Employee is Able
Employee is
Unwilling
Employee is
Willing
Directing (R1)
Supporting (R3)
Coaching (R2)
Delegating (R4)
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Relationships with Subordinates
Leader-Member Exchange (LMX) Theory
• Concentrates on the interactions between
leaders and subordinates
• Subordinates fall into either the:
– in-group (high quality relationship)
– out-group (low quality relationship)
• In-group employees
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More satisfied
Higher performance
Less likely to leave
OCBs
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Leader Behaviors (Yukl, 1982; Carter, 1952;
Hemphill & Coons, 1950 & Gibbs, 1969)
Specific Skills Theory
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Organizing
Analysis and decision making
Planning
Communication
Delegation
Carefulness
Toughness
Integrity
Listening
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Leadership Through Decision
Making
• Vroom-Yetton Model
– Tells the process to go
through to make a
decision in a situation
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Leadership Through Contact
• Management by
walking around
(MBWA)
– Increasing
communication,
building relationship
and encouraging
employee participation
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Leadership Through Power
• Expert Power (knowledge)
• Legitimate Power (position)
• Reward Power (control over financial
and non-financial rewards)
• Coercive Power (punishment)
• Referent Power (being well liked,
friendly)
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Leadership Through Vision
Transformational Leadership
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Visionary (what future looks like)
Differentiation (charisma)
Values (strong)
Transmission of vision and values
(using more imagery)
• Flaws (makes them more human)
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Leadership Through Vision
Authentic Leadership Leadership
• Reflecting own ethics
beliefs and values
• Self reflecting
• Introspective
• Self-awareness
• High self esteem
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Cross Cultural LeadershipPROJECT GLOBE
• Charismatic (vision)
• Self-protective (assertive,
following procedure, face
saving)
• Humane (helping)
• Team oriented (collaborative)
• Participative (getting opinions)
• Self Autonomous (independent)
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Putting all theories together
• Leader Behaviors & Traits
– Big 5, Cognitive Ability
• Situation Characteristics
– Fielder, IMPACT theory
• Follower Characteristics
– Path goal, LMX, Situational Leadership
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Applied Case Study: Developing leaders at
Claim Jumper Restaurants
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