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Leadership Ch. 12: Hajra Asad

Leadership theories can be categorized into trait, behavioral, contingency and newer theories. Trait theories focus on innate qualities and traits that distinguish leaders. Behavioral theories emphasize specific leader behaviors such as consideration for employees and initiating structure. Contingency theories stress that leadership effectiveness depends on matching leader style to situational factors. Newer theories examine charismatic, transformational and authentic leadership as well as the importance of trust, ethics and mentoring in leadership.

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32 views

Leadership Ch. 12: Hajra Asad

Leadership theories can be categorized into trait, behavioral, contingency and newer theories. Trait theories focus on innate qualities and traits that distinguish leaders. Behavioral theories emphasize specific leader behaviors such as consideration for employees and initiating structure. Contingency theories stress that leadership effectiveness depends on matching leader style to situational factors. Newer theories examine charismatic, transformational and authentic leadership as well as the importance of trust, ethics and mentoring in leadership.

Uploaded by

Ayesha
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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LEADERSHIP CH.

12
Hajra Asad
Leadership
■ The ability to influence a group toward the achievement of a vision or a set of goals

■ Trait Theories of Leadership


■ Behavioral Theories of Leadership
■ Contingency Theory
Trait Theories of Leadership
■ Personality, social, physical, or intellectual traits differentiate leaders from non leaders
■ Essential Leadership Traits:
■ Extraversion
■ Conscientiousness
■ Openness to Experience
■ Emotional Intelligence
■ Traits are better at predicting leader emergence than effectiveness
Behavioral Theories
■ Specific behaviors differentiate leaders from non leaders
■ Leadership is a skill set and can be taught to anyone, so we must identify the proper
behaviors to teach potential leaders
■ Two leadership behaviors according to Ohio State studies:
■ Initiating Structure (production-oriented)
– Extent to which leaders define and structure his/her role and those of employees
■ Consideration (employee-oriented)
– Extent to which leaders trust employees, respect their ideas and have regard for
their feelings
Contingency Theories
■ The situation determines what leadership style will be effective

■ Three key theories:


– The Fiedler Model
– Situational Leadership Theory
– Path-Goal Theory
– Leader-Participation Model
The Fiedler Model
■ Effective group performance depends on the proper match between leadership
style and the degree to which the situation gives the leader control
■ Identifying Leadership Style: Assumption that the leadership style is fixed
■ Defining the Situation: Match the leader with the situation
■ A favorable situation is one in which the leader has a great deal of control
The Fiedler Model

■ Three situational factors:


– Leader-member relations: The degree of confidence, trust, and respect subordinates have in their
leader
– Task structure: The degree to which job assignments are procedurized
– Position power: The degree of influence that a leader has
■ Task-oriented leaders perform best in situations of high and low control while relationship-oriented
leaders perform best in moderate control situations

■ Only two ways to improve leader effectiveness:


– Change the leader to fit the situation
– Change the situation to fit the leader
Situational Leadership Theory
■ The right leadership style is contingent on the followers’ readiness, or the extent to
which they are willing and able to accomplish a specific task
Other Contingency Theories
■ Path-Goal Theory:
– Leaders provide followers with information, support, and resources to help them
achieve their goals
– Leaders can display multiple leader types

■ Leader-Participation model:
– Leader behavior must adjust to reflect the task structure

– Leader behavior follows a decision tree of 7 contingencies and 5 leadership styles


for determining the form and amount of participation in decision making
Leader-Member Exchange (LMX)
Theory
■ The individuals in the “in” group are trusted, get a disproportionate amount of leader’s
attention, and are more likely to receive special privileges
■ “In” group members have demographic, attitude, and personality characteristics similar
to those of their leader or a higher level of competence compared to “out” group
members
■ Leaders and members of the same gender tend to have higher LMX relationships
■ Self-fulfilling prophecy:
■ Leaders believe the “in” group members are most competent and invest their resources
with those they expect to perform the best
Charismatic Leadership
Vision

Unconventional Charismatic
Personal Risk
Behavior Leader

Sensitivity
to follower's
needs
Charismatic Leaders
■ Extraverted, self-confident, and achievement oriented
■ Charisma may be learnt
■ How Charismatic Leaders influence Followers?

Communicate
Articulate an
high Create a new Demonstrate
appealing
performance set of values the vision
vision
expectations
Transformational Leadership
Transactional Transformational
Leadership Leadership

Contingent Idealized
Reward Influence

Management
Inspirational
by Exception
Motivation
(active)

Management
Intellectual
by Exception
Stimulation
(passive)

Individualize
Laissez-Faire d
Consideration
Full Range of Leadership Model
Ethics and Leadership
■ Ethical leaders are those who use their power in a socially constructive way to serve
others
■ In assessing the effectiveness of leadership, we need to address by means a leader uses
to achieve the goals
■ Authentic Leadership
■ Authentic leaders know who they are, know what they believe in and value, and act on
those values and beliefs
■ They share information and encourage open communication
■ Followers trust their leaders
■ Socialized charismatic leadership
■ Leadership that convey other centered (not self centered) values by leaders who model
ethical content
Trust and Leadership
■ Trust: A psychological state
that exists when you agree
to make yourself vulnerable
to another because you have
positive expectations about
how things are going to turn
out
■ Key attribute associated
with leadership

■ Trust Propensity
Mentoring
■ A mentor is a senior employee who sponsors and supports a less-experienced employee
Attribution theory of Leadership
■ The idea that leadership is merely an attribution that people make about other
individuals
■ Qualities attributed to leaders:
■ Leaders are intelligent, outgoing, have strong verbal skills, are aggressive and
understanding
■ At the organizational level, we tend to see leaders, rightly or wrongly, as responsible for
extremely negative or extremely positive performance
■ Employee perceptions of their leader’s behaviors are significant predictions of leader
blame for failure
■ The theory suggests that what’s important is projecting the appearance of being a leader
rather than focusing on actual accomplishments
Substitutes for and Neutralizers of
leadership
Finding and Creating Effective Leaders
Selecting
Leaders

Effective
Leaders
Training
leaders

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