Leadership theories

Leadership ,[object Object],[object Object],[object Object],[object Object],Manager’s Challenge: Aramark Corp. Different leaders behave in different ways – style, need, situation

Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Different leaders behave in different ways – style, need, situation Topics Chapter 15

Nature of Leadership ,[object Object],[object Object],[object Object],[object Object],travel the globe solving problems

Leadership versus Management Management Promotes stability, order and problem solving within existing organizational structure and systems Leadership Promotes vision, creativity, and change M L Takes care of where you are Takes you to a new place

Leader versus Manager Qualities Manager Qualities Leader Qualities Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12 SOUL Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power MIND Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power

Leadership Traits ,[object Object],[object Object],[object Object],[object Object],Traits = personal characteristics

Personal Characteristics of Leaders Physical Characteristics Energy Physical stamina Social Background Education Mobility Intelligence and Ability Judgment, decisiveness Knowledge Intelligence, cognitive ability Personality Self-confidence Honesty & integrity Enthusiasm Desire to lead Independence Work-related Characteristics Achievement drive Drive to excel Conscientiousness in pursuit of goals Persistence against obstacles, tenacity Social Characteristics Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacy Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).

Behavioral Approaches Ohio State Studies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Behavioral Approaches Michigan Studies ,[object Object],[object Object],[object Object],At about the same time as Ohio State Studies

The Leadership Grid ,[object Object],[object Object],Blake and Mouton Experiential Exercise: T-P Leadership Questionnaire

Leadership Grid High High Low Low Concern for Production Concern for People Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners. 1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a com- fortable, friendly organization atmosphere and work tempo. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree . 9,1 The Leadership Grid 5,5

Contingency Approaches ,[object Object],[object Object],[object Object],Relationship between leadership style and situation

Fiedler’s Classification of Situation Favorableness Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly. ,[object Object],[object Object],[object Object]

Hersey-Blanchard’s Situational Leadership Theory Links leader’s behavioral style with subordinates’ task readiness Low Readiness Level Very High Readiness Level High Readiness Level Moderate Readiness Level Low Readiness Level Follower Characteristics Appropriate Leader Style Telling Selling Participating Delegating

Path Goal Theory Source: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985), 26-40.

Path-Goal Theory Leader Behaviors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Classification of (4) leader behaviors

Path-Goal Theory Leaders Behaviors ,[object Object],[object Object],[object Object],[object Object],[object Object],Classification of (4) leader behaviors

Path-Goal Situational Contingencies ,[object Object],[object Object],[object Object],[object Object],[object Object]

Path-Goal Situations & Preferred Leader Behavior Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

Substitutes for Leadership ,[object Object],[object Object]

Leading Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Sources of Power ,[object Object],[object Object],[object Object],[object Object],[object Object]

Post-Heroic Leadership for Turbulent Times ,[object Object],[object Object],Ethical Dilemma: Does Wage Reform Start at the Top?

Leadership in Turbulent Times ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Leadership theories

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Leadership theories