Leadership

1. Leadership The ability to influence people toward the attainment of goals.

2. Major Leadership Theory Issues • Is leadership ability inborn or learned? • Is leadership best explained in terms of Traits or Behaviors? • Is there one best way to lead in all situations? (Universal vs. Contingency) • How much should the leader allow subordinates to participate in decisions? • How can you improve leadership?

3. Universal Contingent Traits Type I: Trait Theories Type III: Fiedler Leader Attri- butes Stressed Styles (Behaviors) Type II: Ohio State, Leadership Grid Type IV: Hersey-Blanchard, Path-Goal Types of Leadership Theories Applicability

4. Types of Leadership Theories • Trait Theories • e.g., Self-Confidence, Persistence, Emotional Intelligence • Traits better predict being perceived to be leaders (“leader emergence”) than effectiveness • Extraversion, Conscientiousness, & Openness to Experience good predictors of leader emergence • Don’t explain how traits translate into action • Universal Theories (Traits or Styles) • Research disproves • Contingency-Style Theories (Type IV) • Most prevalent today

5. Category 1 Initiating Structure--- Job-Centered---------- Conc. for Production- Task-Oriented--------- Directive---------------- Category 2 Consideration Employee-Centered Concern for People Relationship-Oriented Supportive 2 Basic Leadership Styles

6. Contingency Approaches Imply that no particular traits or styles guarantee success Identify relevant Situational Variables and what Leader Traits or Styles are appropriate for each.

7. Situational Variables Followers’ Readiness (Maturity) is due to : Ability Willingness Leader Behaviors Task Behavior (High or Low) Relationship Behavior (High or Low) 4 Combinations Including: Telling (H-L) Selling (H-H) Participating (L-H) Delegating (L-L) Hersey and Blanchard's Situational Theory (Type IV)

8. Hersey and Blanchard’s Situational Leadership Theory Leader Behavior Participating S3 Share ideas and facilitate in decision making Selling S2 Explain decisions and provide opportunity for clarification High Relationship Behavior Delegating S4 Turn over responsibility for decisions and implementation Telling S1 Provide specific instructions and closely supervise performance Low Task Behavior Low High Follower ReadinessHigh Moderate Low R4 R3 R2 R1 ___________________________________________

9. Path-Goal Theory (Type IV) A leader’s responsibility is to increase subordinates' motivation by: • Clarifying the subordinates' path (i.e., helping them reach the goal) • Giving things they value as rewards for reaching the goal • A major contribution is the “Achievement Oriented” leadership style in which the leader is able to provide challenging goals that give subordinates an incentive

10. Situational Variables Follower Characteristics e.g, abilities, motivation Workplace Characteristics e.g., task difficulty Leader Behaviors Directive leadership Achievement-Oriented leadership Supportive leadership Participative leadership Path-Goal Theory

11. Path-Goal Theory Recommendations • They don’t know what to do - DIRECTIVE LEADERSHIP • They don’t think they can do it - SUPPORTIVE LEADERSHIP • They don’t think they will get rewarded - SUPPORTIVE LEADERSHIP

12. Path-Goal Theory Recommendations • They don’t view the task as challenging- ACHIEVEMENT-ORIENTED LEADERSHIP • They don’t consider the reward worth the effort- PARTICIPATIVE LEADERSHIP

13. Leadership andCultural Differences • Effectiveness of leader behaviors varies with national culture • Participative Leadership • Useful in most countries