Chapter 2: "THE LEADERSHIP EQUATION.pptx"

Ch2 THE LEADERSHIP EQUATION

1. Chapter 2 The Leadership Equation © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.

2. Learning Objectives Describe the variables that determine leadership effectiveness Understand trait and behavior theories of leadership 2

3. Setting the Stage Consider the following questions: What does it take to be a successful leader? What is the most effective leadership style? 3

4. The Leadership Equation Early studies of leadership were based on the following theories: Trait theory : Focuses on qualities of the leader Behavior theory : Focuses on leadership actions 4

5. Leadership Trait Theory Assumes that distinctive physical and psychological characteristics account for leadership effectiveness Important traits: Basic intelligence Clear and strong values High level of personal energy 5

6. Leadership Trait Theory, 2 Ghiselli’s traits for effective leadership Need for achievement Intelligence Decisiveness Self-confidence Initiative Supervisory ability 6

7. Figure 2.1: Dimensions of Leadership Jump to Figure 2.1: Dimensions of Leadership, Appendix 7

8. Leadership Behavior Theory Kurt Lewin trained assistants in behaviors indicative of three leadership styles: Autocratic : Characterized by tight control of group activities and decisions made by the leader Democratic : Emphasized group participation and majority rule Laissez-faire : Involved low levels of any kind of activity by the leader 8

9. Leadership Behavior Theory, 2 Kurt Lewin’s study indicated that the democratic style of leadership was more beneficial than autocratic or laissez-faire Kurt Lewin’s study emphasized the impact of the behavior of the leader on the performance of followers 9

10. Ohio State University Studies on Leadership Ralph Stogdill and others developed the Leader Behavior Description Questionnaire Respondents to the questionnaire described leaders’ behaviors in two dimensions: Initiating structure : Extent to which leaders take action to define the relationship between themselves and their staff. (Task-Oriented) Consideration : Extent to which leaders take action to develop trust, respect, support, and friendship with subordinates. (Relationship-Oriented) 10

11. University of Michigan Studies on Leadership Under the direction of Rensis Likert , the University of Michigan ran their own leadership studies and found two similar dimensions of leadership behavior: Job-Centered – The same as Task-Oriented “Initiating Structure” Employee-Centered – The same as Relationship-Oriented “Consideration” 11

12. The Managerial Grid Created by Robert Blake and Jane Mouton in 1964, the managerial grid identified a real leader as having a high concern for both production and people 12

13. The Managerial Grid, 2 The managerial grid identifies five major styles: Impoverished : Low concern for production and people Sweatshop : High concern for production but low concern for people Country club : High concern for people and low concern for task accomplishment Status quo : Medium concern for both production and people Fully functioning : High concern for both production and people 13

14. Figure 2.2: The Managerial Grid Jump to Figure 2.2: The Managerial Grid , Appendix 14

15. The Managerial Grid, 3 In recent years, two additional styles have been added as major styles: Paternalistic Uses high concern for production combined with use of rewards in exchange for compliance and loyalty Opportunistic Uses whichever style will best promote the manager’s own advancement 15

16. Behavior Theory Applied Margot Morrell documented Ernest Shackleton’s Endurance expedition and identified leadership lessons from comments by those led by Shackleton: Leading by example Communicating a vision Keeping up morale Maintaining a positive attitude 16

17. Leadership Contingency Theory Both the Trait and Behavior theory attempted to identify the best style of leader for all situations Contingency Theory claims that the most appropriate leadership qualities and actions vary from situation to situation States that leadership effectiveness depends on: The Leader Followers Situational factors 17

18. Leadership Contingency Theory, 2 Experienced followers and newer followers will have different leadership needs Leaders require different interests, values, and skills depending on their situation Situational factors include: The job being performed The workplace culture The task’s urgency 18

19. Leadership Contingency Theory, 3 Leadership results when the ideas and deeds of the leader match the needs and expectations of the follower in a particular situation Destructive results can occur from a toxic triangle of: A leader with charisma, narcissism, and an ideology of hate Followers with bad values, unmet needs, and ambition A situation of instability perceived opportunity and lack of checks and control 19

20. Leadership Contingency Theory, 4 A crisis can create followers who actively look for a charismatic leader to fix their problems Some may actively create crises to increase public acceptance of their vision, the range of actions they can take, and level of effort their followers will put forth 20

21. Transformational Leadership Leaders with charisma have an extraordinary ability to inspire others and bring forth loyalty R.J. House’s 1976 theory of charismatic leadership stated that the characteristics of charismatic leaders include being dominant , ambitious , self-confident , and have a strong sense of purpose 21

22. Transformational Leadership, 2 Behaviors of charismatic leaders: They are role models for the beliefs and values they want their followers to adopt Demonstrate ability that elicits the respect of followers Have ideological goals with moral overtones Communicate high expectations and show confidence in their ability to meet those expectations Ignite the motives of followers to take action 22

23. Transformational Leadership, 3 Motives and tasks of charismatic leaders fall broadly into three areas: Power Achievement Affiliation 23

24. Transformational Leadership, 4 Political sociologist James MacGregor Burns states that the term charisma has taken on a number of overlapping meanings: A leader’s magical qualities An emotional bond between the leader and the led Dependence on a powerful figure by the masses Assumptions that a leader is omniscient and virtuous Popular support for a leader that verges on love 24

25. Transformational Leadership, 5 The term transformational leadership can be used to describe the leadership of those that use optimism , charm , intelligence , and other personal qualities to raise aspirations and transform individuals and organizations into new levels of high performance 25

26. Transformational Leadership, 6 An example of a transformational leader is NFL head coach Vince Lombardi. His values and goals were clear and his followers did their best to please him. He was able to accomplish this because: He cared He worked hard He knew the right answers He believed in himself and the players He kept a high bar He knew people and how to motivate them 26

27. Transformational Leadership, 7 Transformational leaders Focus on the potential relationship between the leader and the followers Engage the full person of the follower Tap the motives of the followers Transactional leaders Focus on exchanges between leaders and followers Emphasize exchanging one thing for another 27

28. Transformational Leadership, 8 Transformational leadership can have a positive effect at all levels of an organization Employees with transformational leaders have: Higher levels of motivation Improved job performance Increased organizational commitment 28

29. End of Main Content © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.