CH12: LEADERSHIP Contingency Theories [isolating sitnal variables]

LEADERSHIP 1) Fiedler Model

- ability to influence a group toward the 2) Situational Leadership Theory
achievement of a vision or set of goals. 3) Path–Goal Theory
- not all leaders are managers, nor, for that 4) Leader-Participation Model
matter, are all managers leaders
Nonsanctioned leadership FIEDLER CONTINGENCY MODEL
- ability to influence that arises outside the - Fred Fiedler
formal structure of the organization - proposes that effective group perf depends on
proper match between the leader’s style &
TRAIT THEORIES OF LEADERSHIP degree to which situation gives leader control.
- focus on personal qualities and characteristics. - Fiedler assumes an individual’s leadership
style is fixed
Individual’s Basic Leadership Style - Fiedler believes
BEHAVIORAL THEORIES OF LEADERSHIP a key factor in leadership success
- implied we could train people to be leaders.
Fiedler Contingency Model
Ohio State Dimensions: 1) Identifying Leadership Style
INITIATING STRUCTURE 2) Defining the Situation
- extent to which a leader is likely to define & 3) Matching Leaders and Situations
structure his/her role and those of employees 4) Evaluation
- beh that attempts to organize work, work
relationships, and goals LEAST PREFERRED CO-WORKER (LPC)
- “assigns group members to particular tasks,” QUESTIONNAIRE
“expects workers to maintain definite - created to identify that style by measuring
standards of performance,” and “emphasizes whether a person is task or relationship
the meeting of deadlines.” oriented
- describe who least enjoyed working w/
CONSIDERATION
- extent to which a person’s job relationships Relationship Oriented
are characterized by mutual trust, respect for - describe in favorable terms (a high LPC score)
employees’ ideas, & regard for their feelings. - perform best in moderate control situations
- helps employees with personal problems, is Task Oriented
friendly and approachable, treats all - in unfavorable terms (a low LPC score)
employees as equals, and expresses - u r interested in productivity
appreciation and support. - perform best in situations of high & low control
- Appreciation – motivate employees most

2 Behavioral Dimensions [Michigan]: 3 Contingency/Situational Dimensions [Fiedler]

1) Employee-oriented leader 1) Leader–member relations
2) Production-oriented leader 2) Task structure
3) Position power
EMPLOYEE-ORIENTED LEADER
- emphasized interpersonal relationships by LEADER–MEMBER RELATIONS
taking a personal interest.. & accepting - degree of confidence, trust, and respect
individual differences. members have in their leader
PRODUCTION-ORIENTED LEADER - payroll manager who is well respected and
- emphasized the technical/task aspects of job, whose employees have confidence in her
focusing on accomplishing the group’s tasks [good lmr]
TASK STRUCTURE
- degree to which the job assignments are
procedurized (that is, structured or
unstructured).
- activities that are clear and specific—such as
wage computation, check writing, and report
filing [high task structure]
POSITION POWER
- degree of influence a leader has over power
variables such as hiring, firing, discipline,
promotions, and salary increases.
- provision of considerable freedom to reward
and punish employees [strong position power]
SITUATIONAL LEADERSHIP THEORY (SLT) Charismatic L & Transformational L
- focuses on the followers. 2 contemporary leadership theories:
- has intuitive appeal
- successful leadership depends on selecting CHARISMA
the right leadership style contingent on the - Greek for “gift”
followers’ READINESS, -- extent to which - Max Weber, a sociologist
they r willing & able to accmplish specific task. - “a certain quality of an individual personality,
by virtue of which he or she is set apart from
4 Behaviors: ordinary people
- Unable & Unwilling – give clear direc
CHARISMATIC LEADERSHIP THEORY
- Unable & Willing – disp task orie
- Able & Unwilling – use supportive styl - Robert House – 1st researcher to consider
- Able & Willing – no need to do much charismatic leadership in terms of OB
- followers attribute heroic or extraordinary
PATH-GOAL THEORY leadership abilities when they observe certain
behaviors.
- by Robert House; - people are especially receptive to charismatic
- it’s the leader’s job to provide followers with leadership when they sense a crisis, when
the information, support, or other resources they are under stress, or when they fear for
necessary to achieve their goals. their lives.
- extracts elements from the Ohio State
- PATH–GOAL -- implies effective leaders Key Characteristics of a Charismatic LeaderVPSU
clarify followers’ paths to their work goals and 1) Vision and articulation.
make the journey easier by reducing - Has a vision—expressed as an idealized
roadblocks. goal—that proposes a future better than the
- whether a leader should be directive or status quo; and is able to clarify the
supportive or should demonstrate some other importance of the vision in terms that are
behavior depends on complex analysis of the understandable to others.
situation. 2) Personal risk
- It predicts the following: - Willing to take on high personal risk, incur
- Directive leadership -- yields greater high costs, and engage in selfsacrifice to
satisfaction when tasks are achieve the vision.
ambiguous or stressful than when 3) Sensitivity to follower needs.
they are highly structured and well laid - Perceptive of others’ abilities and responsive
out. to their needs and feelings.
- Supportive leadership -- results in 4) Unconventional behavior.
high performance and satisfaction - Engages in behaviors that are perceived as
when employees are performing novel and counter to norms.
structured tasks.
- Directive leadership -- is likely to be How Charismatic Leaders Influence Followers
perceived as redundant among  VISION -- a long-term strategy for attaining a
employees with high ability or goal by linking the present with a better future
considerable experience. for the organization.
LEADER-PARTICIPATION MODEL  VISION STATEMENT, -- a formal articulation
of an organization’s vision or mission.
- Victor Vroom and Phillip Yetton
 Through words and actions the leader
- argues that the way the leader makes
conveys a new set of values and sets an
decisions is as important as what she or he
example for followers to imitate.
decides.
- relates leadership behavior and participation  Engages in emotion-inducing and often
in decision making unconventional behavior to demonstrate
- leader beh must adjst to reflect task structure. courage and conviction about the vision.
- is normative—it provides a decision tree of
seven contingencies and five leadership TRANSACTIONAL LEADERS
styles for determining the form and amount of - guide their followers toward established goals
participation in dm. by clarifying role and task requirements
- Ohio, Fiedler’s, and path–goal
TRANSFORMATIONAL LEADERS
LEADER–MEMBER EXCHANGE (LMX) THEORY
- inspire followers to transcend their self-
- argues that, because of time pressures, interests for the good of the organization and
leaders establish a special relationship with a can have an extraordinary effect on their
small group of their followers. followers.
- Leader implicitly categorizes the follower as
an “in” or an “out”
 - has a greater impact on the bottom line in - Soclized ciaharismatic leaders -- are able to
smaller, privately held firms than in more bring employee values in line with their own
complex organizations values through their words and actions.
- personal nature-direct interact
- more effective in improving group potency in SERVANT LEADERSHIP
teams higher in power distance and - Servant leaders -- go beyond their own self-
collectivism. interest and focus on opportunities to help
- Individual-focused transformational followers grow and develop.
leadership-- is behavior that empowers - don’t use power to achieve ends; they
individual followers to develop, enhance their emphasize persuasion.
abilities, and increase self-efficacy. - Team Potency (a belief that one’s team has
- Team-focused transformational leadership -- above-average skills and abilities)
emphasizes group goals, shared values and TRUST
beliefs, and unified efforts - psychological state that exists when you
agree to make yourself vulnerable to another
Characteristics of Transactional Leaders because you have positive expectations about
1) Contingent Reward: how things are going to turn out.
- Contracts exchange of rewards for - A positive expectation that another will not act
effort, promises rewards for good opportunistically
performance, recognizes - a primary attribute associated with leadership
accomplishments. - Trust and trust-worthiness modulate the
2) Management by Exception (active): leader’s access to knowledge & cooperation.
- Watches and searches for deviations
from rules and standards, takes Key Characteristics Leader is Trustworthy
correct action. 1) Integrity
3) Management by Exception (passive): - honesty and truthfulness
- Intervenes only if standards aren’t met. - most critical characteristic
4) Laissez-Faire: - having constncy btwn wt u do & say.
- Abdicates responsibilities, avoids - “Nothing is noticed more quickly . . .
making decisions. than a discrepancy between what
executives preach and what they
Characteristics of Transformational Leaders expect their associates to practice.”
1) Idealized Influence: 2) Benevolence
- Provides vision and sense of mission, - the trusted person has your interests
instills pride, gains respect and trust. at heart, even if yours aren’t
2) Inspirational Motivation: necessarily in line with theirs.
- Communicates high expectations, - Caring and supportive behavior is part
uses symbols to focus efforts, of the emotional bond between
expresses important purposes in leaders and followers.
simple ways. 3) Ability
3) Intellectual Stimulation: - encompasses an individual’s technical
- Promotes intelligence, rationality, and and interpersonal knowledge & skills.
careful problem solving. =
Risk Taking
4) Individualized Consideration: Information Sharing
- Gives personal attention, treats each Group Effectiveness
employee individually, coaches, Productivity
advises.
TRUST PROPENSITY
Authentic Leadership: Ethics and Trust - how likely a particular employee is to trust a
leader.
AUTHENTIC LEADERS - closely linked to the personality trait of
- know who they are, know what they believe in agreeableness, while people with lower self-
and value, and act on those values and esteem are less likely to trust others.
beliefs openly and candidly. - Time -- final ingredient in the recipe for trust
- Their followers consider them ethical people.
- Trust -- The primary quality produced by What Are the Consequences of Trust?
authentic leadership. 1) Trust encourages taking risks.
- Deviate; take on new direction
SOCIALIZED CHARISMATIC LEADERSHIP 2) Trust facilitates information sharing
- leadership that conveys other-centered (not - Fair hearing
self-centered) values by leaders who model 3) Trusting groups are more effective
ethical conduct - Help each other;
4) Trust enhances productivity
 Finding and Creating Effective Leaders
Leading for Future: Mentoring Selecting Leaders
MENTOR - reviewing the knowledge, skills, and abilities
- senior employee who sponsors and supports needed to do the job effectively.
a less-experienced employee, a PROTÉGÉ. Training Leaders
- Traditional informal mentoring - likely to be more successful w/ high self-
relationships -- develop when leaders monitors
identify a less experienced, lower-level
employee who appears to have potential for
future development.
 2 Behavioral Dimensions [Michigan]:
Career Functions of the Mentoring Relationship
o Lobbying to get the protégé challenging  4 Contingency Theories [isolating sitnal
o Coaching the protégé to help develop his variables]
o Providing exposure to influential individuals
o Protecting the protégé from possible risks  3 LPC Assessment
o Sponsoring the protégé by nominating him or
her for potential advances or promotions  3 Contingency/Situational Dimensions [Fiedler]
o Acting as a sounding board for ideas the
protégé might be hesitant to share with a  4 Behaviors:
direct supervisor
 PGT predicts the following
Psychological Functions Mentoring Relationship
o Counseling the protégé to bolster his or her  4 Key Characteristics of a Charismatic Leader
self-confidence
o Sharing personal experiences with protégé  4 Characteristics of Transactional Leaders
o Providing friendship and acceptance
o Acting as a role model
 4 Characteristics of Transformational Leaders
Challenges to the Leadership Construct  3 Key Characteristics Leader is Trustworthy
ATTRIBUTION THEORY OF LEADERSHIP
 4 What Are the Consequences of Trust?
- leadership is merely an attribution people
make about other individuals.
 Career Functions Mentoring Relationship
- Merrill Lynch & O’Neal
- suggests what’s important is projecting the
 Psychological Functions Mentoring
appearance of being a leader rather than
Relationship
focusing on actual accomplishments.
Substitutes
- Experience and training
- can replace the need for a leader’s support or
ability to create structure.
Neutralizers
- make it impossible for leader behavior to
make any difference to follower outcomes
- indifference to organizational reward
Online Leadership
- online leaders have to think carefully about
what actions they want their digital messages
to initiate.
- In electronic communication, writing skills are
likely to become an extension of interpersonal
skills.
IDENTIFICATION-BASED TRUST
- based on a mu of each other’s intentions &
appreciation of the other’s wants & desires,
- particularly difficult to achieve without face-to-
face interaction