By:
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What is effective leadership?
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THE ABILITY
TO INFLUENCE
PEOPLE
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French & Raven
LEGITIMATE
COERCIVE
REWARD
EXPERT
REFERENT
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Weber
LEGITIMATE
TRADITIONAL
CHARISMATIC
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Another view
CONTROL RESOURCES
AWARE OF IT
WANT TO HAVE POWER
KNOW HOW TO USE IT
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MANAGER
DELEGATION OF AUTHORITY
MOTIVATION
CONTROL
CULTURE
VISION
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NO CONSISTENT SET
OF TRAITS
Also see Attribution Theory
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1. PEOPLE INHERENTLY DISLIKE WORK,
WILL AVOID IT
2. NOT TAKE RESPONSIBILITY, WANT
FORMAL DIRECTION
3. WANT SECURITY, LITTLE AMBITION
4. MUST BE COERCED, CONTROLLED,
THREATENED
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1. WORK NATURAL AS PLAY, REST
2. SELF DIRECTION, SELF CONTROL
3. ACCEPT, SEEK RESPONSIBILITY
4. ABILITY TO MAKE GOOD DECISIONS
NORMAL
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Lewin, Lippit, Whyte
Satisfaction Productivity
Laissez
Faire
+
-
?
+
+
?
Demo.
Author.
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Ohio State
INIATING STRUCTURE:
STRESS GOALS
DEFINES, STRUCTURES ROLES
CONSIDERATION
CONCERN FOR SUBORDINATES
NEEDS, FEELSINGS
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BEHAVIOR MODELS OF LEADERSHIP
Ohio
State
IS
Con-
sideration
Michigan
Production
Oriented
Employee
Oriented
Managerial
Grid
Concern for
Production
Concern for
People
Fiedler
Task
Oriented
Relationship
Oriented
Hershey
Blanchard
Task
Behavior
Relationship
Behavior
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LIFE CYCLE
Hersey & Blanchard
TASK BEHAVIOR
LOW HIGH
SUBORDINATE MATURITY
HIGH MODERATE LOW
LOW
HIGH
TELLING
SELLING PARTICIPATING
DELEGATING
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PATH - GOAL
House
4 BEHAVIORS
DIRECTIVE
SUPPORTIVE
ACHIEVEMENT ORIENTED
PARTICIPATIVE
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DIRECTIVE
INFORMS SUBORDINATES WHAT IS
EXPECTED
SCHEDULES WORK
GIVES SPECIFIC GUIDANCE
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SUPPORTIVE
IS FRIENDLY
SHOWS CONCERN FOR NEEDS OF
SUBORDINATES
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ACHIEVEMENT ORIENTED
SETS CHALLENGING GOALS
EXPECTS SUBORDINATES TO PERFORM
AT THEIR HIGHEST LEVEL
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PARTICIPATIVE
CONSULTS WITH SUBORDINATES
USES THEIR SUGGESTIONS
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FINDINGS
Directive leadership; greater satisfaction
when tasks are ambiguous or stressful
than when they are highly structured.
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FINDINGS
Supportive leadership; higher
performance and satisfaction with
structured tasks.
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FINDINGS
Directive leadership; perceived as
redundant by subordinates with high
perceived ability or with considerable
experience.
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FINDINGS
Clear formal authority; use more
supportive behavior and less directive.
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FINDINGS
Directive leadership; higher satisfaction
when substantive conflict within the
group.
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FINDINGS
Achievement leadership; increases
subordinates expectancies that effort will
lead to high performance when tasks are
ambiguous.
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FINDINGS
Participative leadership; people with
internal locus of control more satisfied
with it.
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FINDINGS
Directive leadership; people with external
locus of control more satisfied with it.
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LEADER PARTICIPATION
Vroom & Jago
See participative decision making
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CHARISMATIC LEADERSHIP
ALSO SEE TRANSFORMATIONAL
LEADERSHIP
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TRANSFORMATIONAL
LEADERSHIP
INFLUENCES PEOPLE
TO PERFORM
ABOVE NORMAL EXPECTATIONS
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TRANSFORMATIONAL
LEADERSHIP
CHARISMATIC
INSPIRATIONAL
INTELLECTUAL STIMULATION
INDIVIDUALIZED CONSIDERATION
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PRINCIPLE CENTERED
BEHAVIOR BASE IS PRINCIPLES
HONESTY
FAIRNESS
INTEGRITY
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ATTRIBUTION THEORY
ATTRIBUTE LEADERSHIP SKILLS TO
SUCCESSFUL PEOPLE
PEOPLE IN TRADITIONAL ROLES
PEOPLE WE LIKE
HIGH STATUS PEOPLE
PHYSICAL CHARACTERISTICS/THINGS
Head of the table
Height
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PRACTICAL APPROACH?
FACTORS IN
THE MANAGER
THE SUBORDINATES
THE SITUATION
ANALYZE AND BE FLEXIBLE
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THE MANAGER
VALUE SYSTEM
BELIEF ABOUT INVOLVING SUBORDINATES
CONFIDENCE IN SUBS.
LEADERSHIP INCLINATIONS
DIRECTIVE, SUPPORTIVE
SKILL IN DELEGATING
OTHER FACTORS
TOLERANCE FOR AMBIGUITY
CONTROL
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THE SUBORDINATES
INDEPENDENCE
TAKE RESPONSIBILITY
TOLERANCE FOR AMBIGUITY
INTEREST
UNDERSTAND, AGREE WITH GOALS
KNOWLEDGE, EXPERIENCE
EXPECTATIONS
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THE SITUATION
TYPE OF ORGANIZATION
VALUES, CULTURE
GEOGRAPHICAL DISPERSION
INFORMATION AVAILABLE?
TIME PRESSURE
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DIFFICULT TO BE FLEXIBLE?
PERSONALITY STRUCTURED AT VERY EARLY
AGE
COMPLEX HISTORY OF PAST BEHAVIOR
LITTLE FEEDBACK ABOUT CAUSE & EFFECT
TOP MANAGEMENT INFLUENCE
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SUBSTITUTES FOR
LEADERSHIP
PERSONAL FACTORS
LOCUS OF CONTROL
INDEPENDENCE
EXPERIENCE
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SUBSTITUTES FOR
LEADERSHIP
JOB, ORG. FACTORS
ROUTINE
STRUCTURED
GOALS, RULES, ETC.
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SUBSTITUTES FOR
LEADERSHIP
GROUP FACTORS
NORMS
COHESION
INFORMAL LEADER
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