Leadership: Styles and Behaviors

1. Leadership:Styles andBehaviors • Chapter 14

3. Leadership • The use of power and influence to direct the activities of followers toward goal achievement

4. Leadership Styles • Is there likely to be one best style? • What factors might impact the appropriateness of the various styles?

5. Time-Sensitive Model

6. Time-Sensitive Model • Scientific support: • In one study, following the model resulted in effective decisions 68% of the time. Not following the model resulted in effective decisions 22% of the time. • Leaders’ instincts usually violate the model • Leaders overuse consultative styles and underutilize autocratic and facilitative

7. Day-to-Day Behaviors • There are two broad dimensions that encompass day-to-day leadership behaviors • Initiating Structure • Defining and structuring the roles of employees for goal attainment • Consideration • Creating job relationships characterized by mutual trust, respect, and consideration of employees’ feelings

8. Day-to-DayBehaviors

9. Something Is Missing • Think about the most effective leaders you can name • Do the leader behaviors and styles discussed thus far capture what it was that made these leaders so effective? • So what’s missing?

10. Transformational Leadership • A pattern of behaviors that inspires followers to commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps followers reach their potential • It is most often contrasted with so-called “transactional leadership,” which is built around exchanges of rewards and punishments, or “laissez-faire” leadership, which is the absence of action

12. Transformational Leadership • Idealized influence (charisma) • Inspirational motivation • Intellectual stimulation • Individualized consideration (coaching)

13. Transformational Leadership • OB on Screen: The King’s Speech • What kinds of transformational statements are typically given by national leaders in times of war?

15. How Important is Leadership?