Traits. Adaptable. Dependable. Dominant. Alert to environment. persistent. Ambitious. Self-confident. Achievement-oriented. Tolerant of stress

Transcription

1 Overview 1. The trait approach 2. The behavioural approach 3. The contingency approach (A) Fiedler s Contingency theory (B) Hersey-Blanchard s Situational Model (C) House s Path Goal Theory (D) Vroom-Jago Decision-Making 4. Transformational Leadership Traits Adaptable Alert to environment Ambitious Achievement-oriented Assertive cooperative decisive Dependable Dominant persistent Self-confident Tolerant of stress Assumes responsibility 1

2 Physical Skills Activity Level Appearance Height Weight Skills Creative Diplomatic Fluent speech Intelligent Knows Task Organized Persuasive Socially-skilled Problems with Trait Research 1. Different comparison groups used 2. Leaders identified using different methods 3. Traits were measured differently Some traits were associated both positively or negatively with leadership depending on the situation 2

3 Behaviour Studies Lippit & White (1943) 1. Democratic 2. Laissez faire 3. Autocratic Productivity higher in autocratic group Liked the Democratic Leader Hostility highest in autocratic group Problems: Informal group and appointed leader Ohio State Studies Two types of leadership behaviour: 1. Initiating Structure 2. Consideration -dimensions independent 3

4 9 High 1 Concern for People Low The Managerial Grid Country Club Management (1,9) Impoverished Management (1,1) Low 1 Organization-Man Management (5,5) Team Management (9,9) Authority Obedience (9,1) High Concern for Production 9 Which style is most effective? 1. Satisfaction higher with consideration; turnover higher with initiative structure 2. Results mixed on performance data Perhaps people change their behaviour to match the demands of the situation Fiedler s Contingency Theory Situation Leader-Member Relations Good or bad Task Structure Structured or unstructured Traits of Leader Task Oriented vs Relationship-oriented Leadership Position Power Strong or weak 4

5 Eight Types of Situations Leader-Member Relations Strong Weak Task Structure Structured Unstructured Structured Unstructured Position Power Strong Weak Strong Weak Strong Weak Strong Weak Hersey-Blanchard s Situational Model Premises: 1. Right leader depends on the characteristics of the followers 2. There is no one best way to lead 3. Effective leaders adapt to the situation Maturity of the Followers: is a function of the particular task it is comprised of: (a) Ability (b) willingness 5

6 M4 M3 M2 M1 Follower directed Leader Directed M1 M2 M3 M4 unable, unwilling unable, willing able, unwilling able, willing To determine leadership style: (a) determine the task (b) determine the maturity of the followers H Relationship Behaviour L Delegating Participating Selling Telling L Task Leadership Behaviour H Mature M4 M3 M2 M1 immature 6

7 Path-Goal Theory Builds on Ohio State studies and expectancy theory Leader motivates employees when leader clarifies the path the employee can follow to reach his/her goal A successful leader supplies what is missing Depending on the particular situation the leader may have to take on different styles: 1. Directive 2. Supportive 3. Participative 4. Achievement Oriented Situational Factors (1) Characteristics of the Person Locus of control internal - participative external -directive authoritarianism -directive Abilities -greater perceived ability use achievement-oriented 7

8 Situational Factors (2) Environmental Factors Nature of the task routine - Non directive ambiguous -directive frustrating - Supportive Formal authority of organization Work group norms and dynamics Clear norms - non directive Environmental factors Leadership style Contingencies Job satisfaction Leader acceptance Motivated Personal Characteristics Vroom-Jago Decision-Making Model A Situational Model of Participation When should employees participate in makings decisions? No best style of leadership 8

9 Leadership (decisional) Styles A1 Autocratic A11 Get information from subordinates but leader solves the problem C1 Share problem with subordinates individually but leader solves the problem C11 Share problems with subordinates as a group but leader solves the problem G11 Group Consensus Decision Effectiveness Decision quality: will the decision impact on job performance? Is subordinate commitment necessary to implement the decision? Are there time considerations? 1. How important is the technical quality of this decision? 2. How important is subordinate commitment? 3. Does the leader have sufficient information to make a high quality decision? 4. Is the problem well-structured? 5. If the leader made the decision, will subordinates be committed? 6. Do subordinates share organizations to be attained in solving this problem? 7. Is conflict among subordinates likely over preferred solution? 8. Do subordinates have sufficient information to make a high quality decision? 9

10 Transformational leadership A leader who is: a. CHARISMATIC AND INSPIRATIONAL -attracts intense feelings of love and/or hatred -arouses and heightens motivation b. INDIVIDUALIZED CONSIDERATION -has a developmental orientation toward followers -assigns tasks on an individual bases to help both the individual and the organization -individualism c. INTELLECTUAL STIMULATION These ideas have forced me to rethink some of my own ideas which I have never questioned before She enables me to think of old problems in new ways He provides me with new ways of looking at things that used to be a puzzle for me 10

11 The critics say: 1. Leads to ammoral puffery because of use of impression management 2. Emotionally engages followers irrationally in the pursuits of evil ends contrary to the followers best interest 3. Manipulates them along a primrose path on which they lose more than they gain Do you agree? 11