Chapter 12: Leadership - Lecture Notes | MGMT 20600 | Study notes Organization Behaviour

CHAPTER 12- LEADERSHIP MGMT- Advocate stability and the status quo LEADERS-

Agitate for change and new approaches

LEWIN ON LEADERSHIP:

Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations,

activities, and relationships; followers have little discretionary influence

Democratic Style – the leader takes collaborative, reciprocal, interactive actions with followers; followers have

high degree of discretionary influence

Laissez-Faire Style – the leader fails to accept the responsibilities of the position; creates chaos in the work

environment

OHIO STATE- [Initiating Structure] – leader behavior aimed at defining and organizing work relationships

and roles; establishing clear patterns of organization, communication, and ways of getting things done..

[Consideration] – leader behavior aimed at nurturing friendly, warm working relationships, as well as

encouraging mutual trust and interpersonal respect within the work unit

MICHIGAN- Production-Oriented Leader •Focus – getting things done •Uses direct, close supervision •Many

written or unwritten rules

Employee-Oriented Leader •Focus – relationships •Less direct, close supervision •Fewer written or unwritten

rules •Displays concern for people and their needs

BLAKE & MOUTONS LEADERSHIP GRID:

Organization Man (5,5) – a middle-of-the-road leader

Authority Compliance Manager (9,1) – a leader who emphasizes efficient production

Country Club Manager (1,9) – a leader who creates a happy, comfortable work environment

Team Manager (9,9) – a leader who builds a highly productive team of committed people

Impoverished Manager (1,1) – a leader who exerts just enough effort to get by

Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment

Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit

Fiedler’s Contingency Theory of Leadership Effectiveness

•Premise: There must be a match between the leader’s style and the demands of the situation for the leader to be

effective.

•Assumption: Leadership style does not change. If a mismatch occurs between style and the situation, change the

situation.

•Determine Leadership Style via Least Preferred Co-Worker Scale (LPC)

–Relationship-motivated leader (high LPC)

–Task-motivated leader (low LPC)

–Independence motivated leader (middle LPC)

Fiedler’s Contingency Theory-

Authority

Compliance

9,1

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CHAPTER 12- LEADERSHIP MGMT- Advocate stability and the status quo LEADERS- Agitate for change and new approaches LEWIN ON LEADERSHIP: Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships; followers have little discretionary influence Democratic Style – the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence Laissez-Faire Style – the leader fails to accept the responsibilities of the position; creates chaos in the work environment OHIO STATE- [Initiating Structure] – leader behavior aimed at defining and organizing work relationships and roles; establishing clear patterns of organization, communication, and ways of getting things done.. [Consideration] – leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit MICHIGAN- Production-Oriented Leader •Focus – getting things done •Uses direct, close supervision •Many written or unwritten rules Employee-Oriented Leader •Focus – relationships •Less direct, close supervision •Fewer written or unwritten rules •Displays concern for people and their needs BLAKE & MOUTONS LEADERSHIP GRID: Organization Man (5,5) – a middle-of-the-road leader Authority Compliance Manager (9,1) – a leader who emphasizes efficient production Country Club Manager (1,9) – a leader who creates a happy, comfortable work environment Team Manager (9,9) – a leader who builds a highly productive team of committed people Impoverished Manager (1,1) – a leader who exerts just enough effort to get by Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit Fiedler’s Contingency Theory of Leadership Effectiveness

Premise: There must be a match between the leader’s style and the demands of the situation for the leader to be effective.
Assumption: Leadership style does not change. If a mismatch occurs between style and the situation, change the situation. •Determine Leadership Style via Least Preferred Co-Worker Scale (LPC) –Relationship-motivated leader (high LPC) –Task-motivated leader (low LPC) –Independence motivated leader (middle LPC) Fiedler’s Contingency Theory-

Authority

Compliance

•Match Leadership Style to Situational Contingencies Classify the favorableness of the leader’s situation: 1.Leader-Member Relations – quality of interpersonal relationships between the leader and group members 2.Task Structure – degree of clarity (or ambiguity) in group’s work activities 3.Leader Position Power – authority associated with leader’s formal organizational position Favorable leadership situation – structured task for the work group, strong position power for leader, good leader- member relations Unfavorable leadership situation – unstructured task, weak position power for leader, poor leader-member relations. House’s Path-Goal Theory

Premise: The leader’s responsibility is to clarify the path that subordinates need to take to obtain work-related goals.
Assumption: Leaders can change styles and accurately assess situational contingencies.
Two Groups of Contingency Variables –Employee Characteristics –Environmental Factors
4 leadership styles that emerge from two broad categories of leader behavior: –Instrumental (task-oriented) and –Supportive (people/feelings oriented) behaviors.
Directive - gives directions
Supportive - shows concern
Achievement - emphasizes excellence
Participative - involves subordinates Effective Leadership Style Outcomes in Path Goal Theory
Job Satisfaction
Job leads to valued rewards
Acceptance of Leader
Leader leads to valued rewards
Motivational Behavior
Expectancy that effort leads to performance
Instrumentality that such a performance is the path to valued rewards Desired outcomes can be obtained if the leader correctly matches their style to the situation Vroom-Yetton-Jago Normative Decision Model- decide, consult individually, consult group, facilitate, delegate Hersey & Blanchard’s Situational Leadership Theory
Premise: The leader should assess follower needs (readiness) and adapt their style to those needs.
Assumption: Leaders are diagnosticians and are capable of changing their style. •Effective leader behavior depends on the readiness level of a leader’s followers.
Readiness – follower’s ability and willingness to complete a task The Leader-Member Exchange (LMX) Model of Leadership •Focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers. •Assumes that leaders develop unique one-on-one relationships with direct reports. •Leaders develop special relationships with a small group of compatible subordinates based on: –Personal characteristics (such as age, gender, personality characteristics, professional affiliation, –And/or a high level of competence •These subordinates are the leader’s “in-group.” •In-group exchanges exhibit:

Follower

Characteristics

Ability level

Authoritarianism

Locus of control

•Participative, considerate leadership enhances the health and well-being of followers. •Different leadership situations call for different leadership talents and behaviors. •Good leaders are likely to be good followers.

Chapter 12: Leadership - Lecture Notes | MGMT 20600, Study notes of Organization Behaviour

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Authority

Compliance

Follower

Characteristics

Ability level

Authoritarianism

Locus of control