Chapter 14. Leadership: Styles and Behaviors

Leadership

Is the use of power and influence to direct the activities of followers toward goal achievement.

Employee-Centered Measures of Leader Effectiveness (Chart)

Employee-Centered Measures of Leader Effectiveness (Chart2)

Leader-Member Exchange Theory

Describes how leader-member relationships develop over time and dyadic basis, can explain why those differences exist.

Role Taking (phase)

A manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors.

Role Making (phase)

The employee's own expectations for the dyad get mixed in with those of the leader.

Leader-Member Exchange Theory (Diagram)

Leader Effectiveness

Is the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads.

Traits/Characteristics Related to Leader Emergence and Effectiveness (Chart)

Decision-Making Styles (4)

1. Autocratic Style
2. Consultative Style
3. Facilitative Style
4. Delegative Style

Autocratic Style

The leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit.

Consultative Style

The leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him or herself.

Facilitative Style

The leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinions receives no more weight than anyone else's.

Delegative Style

The leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions.

Leader Decision-Making Styles (Diagram)

Time-Driven Model of Leadership (7)

1. Decision Significance
2. Importance of Commitment
3. Leader Expertise
4. Likelihood of Commitment
5. Shared Objectives
6. Employee Expertise
7. Teamwork Skills

Decision Significance

Is the decision significant to the success of the project or the organization?

Importance of Commitment

Is it important that employees "buy in" to the decision?

Leader Expertise

Does the leader have significant knowledge or expertise regarding the problem?

Likelihood of Commitment

How likely is it that employees will trust the leader's decision and commit to it?

Shared Objectives

Do employees share and support the same objectives, or do they have an agenda of their own?

Employee Expertise

Do the employees have significant knowledge or expertise regarding the problem?

Teamwork Skills

Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?

The Time-Driven Model of Leadership (Diagram)

Initiating Structure

Reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment.
- Leaders who are high on initiating structure play a more active role in directing group activities and prioritize planning, scheduling a

Consideration

Reflects the extent to which leaders create jobs relationships characterized by mutual trust, respect of employee ideas, and consideration of employee feelings.
-Leaders who are high on consideration create a climate of good rapport and strong, two-way co

Day to Day Behaviors Performed by Leaders (Chart)

Life Cycle Theory of Leadership (5)

Optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.
1. Readiness
2. Telling
3. Selling
4. Participating
5. Delegating

Readiness

Is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks.
-Readiness varies from R1 (unable and unwilling) > R2 (unable but willing) > R3 (able but unwilling) > R4 (able and willing)

Telling

(high initiating structure, low consideration) - The leader provides specific instructions and closely supervises performance.

Selling

(high initiating structure, high consideration) - The leader explains key issues and provides opportunities for clarification.

Participating

(low initiating structure, high consideration) - The leader shares ideas and tries to help the group conduct its affairs.

Delegating

(low initiating structure, low consideration) - The leader turns responsibility for key behaviors over to the employees.

The Life Cycle Theory of Leadership (Diagram)

Transformation Leadership

Involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

Laissez-Fair Leadership

(i.e. hands-off) - Is the avoidance of leadership altogether.

Transactional Leadership

Occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance.

Passive Management-by-Expectation

The leader waits around for mistakes and errors, then takes corrective action as necessary.

Active Management-by-Expectation

The leader arranges to monitor mistakes and errors, actively and again takes corrective actions when required.

Contingent Reward

Happens when the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.

Laissez-Faire, Transactional, and Transformational Leadership (Diagram)

Idealized Influence

Involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader.
- "The leader instills pride in me for being associated with him/her.

Inspirational Motivation

Involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future.
-"The leader articulates a compelling vision of the future.

Intellectual Stimulation

Involves behaving in ways that challenge followers to be innovative and creative by questing assumptions and re-framing old situations in new ways.
-"The leader gets other to look at the problems from many different angles.

Individualized Consideration

Involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.
-"The leader spends time teaching and coaching.

Why are Some Leader More Effective than Others (Diagram)

Effects of Transformational Leadership on Performance and Commitment (Diagram)

Substitutes for Leadership Model

Suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance.

Substitutes

Reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Neutralizers

Only reduce the importance of the leader.
-They themselves have no beneficial impact on performance.

Leader Substitutes and Neutralizers (Diagram)