Chapter 12 Leadership PDF

LEADERSHIP CHAPTER TWELVE Solely for the personal use of the authorized students. Cannot be reproduced, modified or transmitted to others, in part or whole, without the explicit written consent of the author. © Dr. Harjinder Gill 2023 Total slides included 36 OUTLINE Definition of Leadership Theor...

LEADERSHIP CHAPTER TWELVE Solely for the personal use of the authorized students. Cannot be reproduced, modified or transmitted to others, in part or whole, without the explicit written consent of the author. © Dr. Harjinder Gill 2023 Total slides included 36 OUTLINE Definition of Leadership Theoretical approaches ▪ Trait approach ▪ Behavioral approach ▪ Contingency approach ▪ Modern Approaches WHAT IS LEADERSHIP? Leadership “The act of influencing others to work toward a goal” 3 TRAIT THEORY Some people are “natural” leaders Those who are leaders possess traits that are different from those who are not leaders. MODERN TRAIT APPROACH Intelligence (G and EI) Integrity Leadership Emergence & Effectiveness Self-Esteem Extraversion TRAIT THEORY - EVALUATION Strengths  The Modern Trait Theory: ▪ some empirical validation Weaknesses  Leaders vs Non-leaders  Ignores situational dif ferences BEHAVIORAL APPROACH Certain behaviors distinguish effective from non-effective leaders 2 broad categories of behaviour ▪ Ohio State studies ▪ University of Michigan studies LEADER BEHAVIOURS TASK-oriented Leader Direct or close supervision Many written or unwritten rules and regulations Focus on getting work done PEOPLE-oriented Leader Less direct/close supervision Fewer written or unwritten rules and regulations Focus on employee concern and needs BEHAVIORAL APPROACH Satisfaction Peopleoriented Motivation Respect for leader Taskoriented Productivity Performance EVALUATION Strengths  Led to a new form of management Weaknesses  Definitions of behaviors are too broad  Ignores situational differences ▪ no universal set of leader behaviours CONTINGENCY APPROACH  To be effective, leadership style will depend on the situation? PATH-GOAL THEORY House (1971) Based on expectancy theory (motivation) ▪Leader enhances motivation and satisfaction by providing rewards and facilitating goal attainment by adopting one of the leadership styles ▪Leadership style chosen is determined by ▪ subordinate characteristics ▪ environment factors PATH-GOAL THEORY Leadership Styles ▪Directive ▪ specific guidelines, standards, and expectations ▪Supportive ▪ friendly and concerned about follower well-being ▪Participative ▪ solicit ideas and suggestions from followers ▪Achievement-oriented ▪ set challenging goals and encourage goal attainment (support and feedback) PATH-GOAL THEORY Leadership Style Subordinate Characteristics Perceived Ability Locus of Control Environmental Factors Experience Task Structure Formal Authority System Work Group PATH-GOAL THEORY Supportive style for ▪boring, stressful, dangerous or tedious tasks ▪lower anxiety and raise self-esteem Directive style for ▪unstructured tasks and inexperienced employees ▪increase effort and job satisfaction by communicating expectations PATH-GOAL THEORY Participative style for ▪ ambiguous tasks with knowledgeable employees Achievement oriented style for ▪ familiar tasks and experienced employees PATH-GOAL THEORY Empirical Tests ▪ Unstructured Situations: directive leadership style ▪ Structured Situations: supportive leadership style ▪ fewer studies looked at the other 2 leadership styles PATH-GOAL THEORY - EVALUATION Strengths  grounded in motivation theory  some empirical support Weaknesses  few direct applications  focuses only on subordinate motivation MODERN APPROACHES LMX -- Transformational -- Authentic -Servant 19 LEADER-MEMBER EXCHANGE (LMX) Based on the nature of the relationship between a leader and each of their subordinates. Leaders differentiate followers by ingroup and out-group ▪ competence and skill ▪ extent they can be trusted ▪ motivation to assume greater responsibility (LMX) APPROACH Leader Subordinate 1 Subordinate 2 Out-Group Subordinate 3 Subordinate 4 Subordinate 5 In-Group LMX  “in-group” ▪trust, loyalty, & respect ▪more attention, support and sensitivity from leader ▪challenging tasks & more decision-making latitude LMX  “out-group” ▪Less support from leader ▪Less decision-making latitude ▪Less sharing of information LMX- EMPIRICAL EVIDENCE Some empirical support ▪ in-group members ▪ increased performance and satisfaction ▪ decreased intention to quit LMX - EVALUATION Strengths  recognizes that leaders have different relationships with different individuals  highlights importance of relationship quality Weaknesses  more descriptive than prescriptive  does not allow for different types of relationships TRANSFORMATIONAL LEADERSHIP  Leadership styles ▪ Transactional leadership ▪ based on exchange TRANSFORMATIONAL LEADERSHIP  Leadership styles ▪ Transformational leadership ▪ motivates followers to exceed expectations TRANSFORMATIONAL LEADERSHIP As a transactional leader, I use formal rewards & punishments. As a transformational leader, I inspire and excite followers to high levels of performance. TRANSFORMATIONAL LEADERSHIP Transformational leadership will be associated with higher performance than transactional leadership Transactional Leadership Motivating for performance at expected levels Initiating structure to clarify roles and tasks Stressing the link between reward and goal achievement. Uses agreed upon performance to motivate Transformational Leadership Motivating for performance beyond expectations Inspiring for missions beyond Self interest. Instilling confidence to achieve Performance Performance beyond expectations TRANSFORMATIONAL LEADERSHIP Idealized influence (Charisma) Leader serves as strong role models and willing to sacrifice personal gain and has high ethical/moral standards Inspirational Motivation Leader articulates an appealing vision and has the ability to inspire and motivate followers. Intellectual Stimulation Challenge followers to be innovative and creative. Question assumptions, reframe problems, and take risks. Individualized Consideration Treat followers as individuals with own set of skills, prior experiences and needs. Accept individual differences. TRANSFORMATIONAL LEADERSHIP Empirical Tests ▪ Variety of methodologies, including meta-analysis ▪ Transformational leadership is associated with higher levels of performance than transactional leadership EVALUATION Strengths  describe levels of per formance/influence that other theories find hard to explain  emotional and rational aspects  collective aspects Weaknesses ▪ Measurement problems ▪ Potential for abuse AUTHENTIC LEADERSHIP Authentic leaders have a well-developed sense of their values (e.g., know who they are) and act in ways that are consistent to their value systems. AUTHENTIC LEADERSHIP Self-Awareness Relational Transparency Balanced Processing Internalized Moral Perspective SERVANT LEADERSHIP Defines the leader’s role as serving the needs of others The primary mission of the leader is to develop employees and help them reach their goals Servant leaders put their employees first, understand their personal needs and desires, empower them, and help them develop in their careers