UNIT 8:
LEADERSHIP
DEFINITION OF LEADERSHIP
Ability of an individual or a group of
individuals to influence and guide
followers of an organization.
PERSONAL CHARACTERISTICS
ASSOCIATED WITH LEADERSHIP
LEADER EMERGENCE LEADER PERFORMANCE
• Part of Trait theory • Part of Trait theory
• People who become • People who become
leaders possess leaders perform well
traits or possess certain
characteristics characteristics that
different from people poorly performing
who do not become leaders do not.
leaders.
LEADER EMERGENCE: MOTIVATIONAL FACTORS
Affective identity motivation: enjoy being
in-charge and leading others
Noncalculative motivation: seek
leadership positions due to personal gains
Social normative motivation: desire to
lead out of sense of duty
LEADER EMERGENCE
! Individuals with high leadership motivation:
leadership experience & confidence in leadership
skills
! Role of gender in leader emergence is complex.
" Men emerge as leaders: short-term groups &
low social interaction
" Women emerge as leaders: high social
interaction; “glass ceiling”
LEADER PERFORMANCE
TRAITS COGNITIVE ABILITY NEEDS
• Openness (+) • Most important: Leader not • Need for power: Desires to be
• Conscientiousness (+) distracted by stressors; uses in control of others
• Extraversion (+) directive leadership style • Need for achievement:
• Agreeableness (+) Desires to be successful
• US Historians – Past US
• Neuroticism (-) Presidents: Smart, open to • Need for affiliation: Desires to
experience, high goals & ability be around people
• Management (highly +)
• Decision-making (highly +) to bend the truth • Leadership motive pattern:
high need for power and low
• Oral communication skills • Sternberg (2007): Wisdom,
need for affiliation
(highly+) Intelligence (academic &
practical), and creativity • Thematic Apperception Test
• Self-monitoring: adapt one
behavior to fit vs Job Choice Exercise
GENDER & LEADERSHIP EFFECTIVENESS
LEADER
MEN WOMEN PERFORMANCE
# More effective as leaders in $ More effective as leaders in
situations traditionally situations traditionally
defined in masculine terms defined in less masculine
terms
# Situations where majority
of subordinates are men $ More likely to engage in
behaviors associated with
high-quality leadership
MANAGERIAL GRID: 5 LEADERSHIP STYLES
(Blake & Mouton, 1984) LEADER
PERFORMANCE
COUNTRY CLUB TEAM
High LEADERSHIP LEADERSHIP
(Person-oriented) (Both task & person
oriented)
Person Orientation
MIDDLE-OF-THE-ROAD
LEADERSHIP
(Balanced: task &
person oriented)
IMPOVERISHED
TASK-CENTERED
LEADERSHIP
LEADERSHIP
Low (Neither task nor
(Task-oriented)
person oriented)
Low High
Task Orientation
THEORY X AND THEORY Y
(McGregor, 1960) LEADER
Formal expression of scientific management and human PERFORMANCE
relations approaches to leadership:
THEORY X THEORY Y
• Assumes people are lazy • Assumes that people find
and dislike work. satisfaction in their work
• Sees employees as and function best under a
extrinsically motivated, participatory leader.
wanting security, • Compatible with Human
undisciplined, and relations an(MBO)
shirking responsibility • Must be led and directed
THE FUNCTIONS OF LEADERSHIP: TWO DIMENSIONS
OHIO STATE STUDIES LEADER
(Fleishman, Harris, & Burtt, 1955)
PERFORMANCE
INITIATING STRUCTURE CONSIDERATION
Leadership behaviors Leadership behaviors that
concerned with involve awareness of and
organizing, defining, and sensitivity to the feelings
directing the work of subordinates
activities of subordinates
RELATIONSHIP: MANAGERIAL GRID (MG), THEORY X & OHIO STATE (OS)
Country club (MG)
High Consideration (OS) Team (MG)
Theory Y
Middle-
Person of-the-Road
Orientation (MG)
Task-centered (MG)
Low Impoverished (MG) Initiating structure (OS)
Theory X
Low High
Task
Orientation o Leadership Opinion Questionnaire
o Leader Behavior Description Questionnaire
TASK ORIENTED LEADERS; THEORY X LEADERS; LEADER
LEADERS HIGH IN INITIATING STRUCTURE
PERFORMANCE
# Define & structure their own roles and those of their
subordinates to attain the group’s formal goals;
Task-centered leaders
# See their employees as lazy, extrinsically motivated,
wanting security, undisciplined, and shirking
responsibility
# Tend to manage or lead by directives, setting goals,
and making decisions without consulting
subordinates
# Under pressure: Anxious, defensive and dominant
# Tend to produce humor
PERSON ORIENTED LEADERS; THEORY Y LEADER
LEADERS; LEADERS HIGH IN CONSIDERATION
PERFORMANCE
# Act in a warm and supportive manner and show
concern for their subordinates; Country club leaders
# Believe that employees are intrinsically motivated,
seek responsibility, are self-controlled, & do not
necessarily dislike work.
# Consults with their subordinates before making
decisions, praise their work, ask about their families,
do not look over their shoulder, and use a more
“hands-off” approach to leadership
# Under pressure: Tend to become socially withdrawn
# Tend to appreciate humor
UNSUCCESSFUL LEADERS
(Hogan, 1989)
! Lack of training: No leadership training
! Cognitive deficiencies: Unable to learn from
experience & unable to think strategically
! Personality problems: Insecure
o Paranoid/ passive-aggressive leader: supportive
on the surface but will stab another person in the
back
o High-likability floater: friendly to all and never
challenges anyone’s ideas
o Narcissists: Overconfident; Center of attention
1. Engaging in illegal and unethical behavior INEFFECTIVE
2. Avoiding conflict and people problems
3. Demonstrating poor emotional control (e.g., LEADER BEHAVIORS
yelling and screaming) (Rasch, Shen, Davies & Bono, 2008)
4. Over-controlling (e.g., micromanaging)
5. Demonstrating poor task performance
6. Poor planning, organization, and
communication
7. Starting or passing on rumors or sharing
confidential information
8. Procrastinating and not meeting time
commitments
9. Failing to accommodate the personal needs of
subordinates
10. Failing to nurture and manage talent
END OF LECTURE
Part 1
