Leadership styles and theories
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This document discusses various theories and models of leadership. It covers trait theories that seek to identify personal characteristics of effective leaders. Behavioral theories examine types of leader behaviors and consider how styles may vary across cultures. Contingency models propose that effective leadership depends on both leader characteristics and situational factors. Specific models covered include Fiedler's contingency model, House's path-goal model, and transformational leadership. The document also discusses substitutes for leadership and the role of gender in leadership.
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Leadership styles and theories
- 1. 13Leadership
- 2. Leadership Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals.Effective leadership increases the firm’s ability to meet new challenges.Leader:The person exerting the influence.Personal Leadership Style:the ways leaders choose to influence others.Some leaders delegate and support subordinates, others are very authoritarian.Managers at all levels have their own leadership style.
- 3. Leadership Across CulturesLeadership styles may vary over different cultures.European managers tend to be more people-oriented than American or Japanese managers.Japanese culture is very collective oriented, while American focuses more on profitability.Time horizons also are affected by cultures.U.S. firms often focus on short-run efforts.Japanese firms take a longer-term outlook.
- 4. Sources of PowerRewardPowerLegitimatePowerCoercivePowerEnable managers to beleaders & influencesubordinates to achieve goalsExpertPowerReferentPowerFigure 13.1
- 5. Sources of PowerUsed to affect other’s behavior and get them to act in given ways.Legitimate Power:manager’s authority resulting by their management position in the firm.Can be power to hire/fire workers, assign work.Reward Power:based on the manager’s ability to give or withhold rewards.Pay raises, bonuses, verbal praise.Effective managers use reward power to signal employees they are doing a good job.
- 6. Sources of PowerCoercive Power:based in ability to punish others.Ranges from verbal reprimand to pay cuts to firing.Can have serious negative side effects.Expert Power:based on special skills of leader.First & middle managers have most expert power.Often found in technical ability.Referent Power:results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration.Usually held by likable managers who are concerned about their workers.
- 7. EmpowermentProcess of giving workers at all levels authority to make decisions and the responsibility for their outcomes. Empowerment helps managers:Get workers involved in the decisions.Increase worker commitment and motivation.To focus on other issues.Effective managers usually empower substantial authority to workers.
- 8. Leadership Models Trait Model:sought to identify personal characteristics responsible for effective leadership.
- 9. Research shows that traits do appear to be connected to effective leadership.
- 10. Many “traits” are the result of skills and knowledge.
- 11. Not all effective leaders possess all these traits.
- 12. Behavioral Model:Identifies types of behavior.
- 13. Consideration:leaders show care toward workers.
- 15. Initiating Structure:managers take steps to make sure work is done.
- 16. Done by assigning work, setting goals, etc.
- 17. Job-oriented.Consideration & Initiating StructureRate manager from 1 (never does) to 5 (always does)NOTE: for full survey, see Figure 13.2 in textFigure 13.2ConsiderationInitiating StructureIs friendly, approachableDo little things to make it funto be a member of groupGive advance notice of changesWilling to make changesTreats group members as equalsTries out ideas in the groupLets group members know what is expectedAssigns workers to tasksSchedules work to be doneMaintains standardsof performance
- 18. Theories of LeadershipTrait theories:Is there a set of characteristics that determine a good leader?Personality?Dominance and personal presence?Charisma?Self confidence?Achievement?Ability to formulate a clear vision?
- 19. Theories of LeadershipTrait theories:Are such characteristics inherently gender biased?Do such characteristics produce good leaders?Is leadership more than just bringing about change?Does this imply that leaders are born not bred?
- 20. Theories of LeadershipBehavioural:Imply that leaders can be trained – focus on the way of doing thingsStructure based behavioural theories – focus on the leader instituting structures – task orientatedRelationship based behavioural theories – focus on the development and maintenance of relationships – process orientated
- 21. Contingency Models Fiedler’s Model:effective leadership is contingent on both the characteristics of the leader and the situation. Leader style:the enduring, characteristic approach to leadership a manager uses.Relationship-oriented:concerned with developing good relations with workers.Task-oriented:concerned that workers perform so the job gets done.
- 22. Fiedler’s Model Situation characteristic:how favorable a given situation is for leading to occur.Leader-member relations:determines how much workers like and trust their leader.Task structure:extent to which workers tasks are clear-cut. Clear issues make a situation favorable for leadership.Position Power:amount of legitimate, reward, & coercive power a leader has due to their position.When positional power is strong, leadership opportunity becomes more favorable.
- 23. Leader-MemberRelations GOOD POORHIGH LO W HIGH LOW TaskStructureSWSWSWSWPositionPowerIIIIIIIVVVIVIIVIII1Kinds ofLeadershipSituationsVeryFavorableVeryUnfavorableRelationship-oriented managers most effective in IV, V, VI, VII.Task-oriented managers most effective in I, II, III or VIII.Fiedler’s Contingency ModelFigure 13.3
- 24. Using Fiedler’s ModelCan combine leader-member relations, task structure, and position power to identify leadership situations. Identifies situations where given types of managers might perform best.Seen in Figure 13.4.Leader style is a characteristic managers cannot change. Thus, managers will be most effective when:1) They are placed in leadership situations that suit their style.2) The situation can be changed to fit the manager.
- 25. House’s Path-Goal ModelModel suggests that effective leaders motivate workers to achieve by:1) Clearly identifying the outcomes workers are trying to achieve.2) Reward workers for high-performance and attainment.3) Clarifying the paths to the attainment of the goals.Path-Goalis a contingency model since it proposes the steps managers should take to motivate their workers.Based on Expectancy Theory.
- 26. Steps to Path-Goal1) Determine the outcomes your subordinates are trying to obtain.Can range from pay to job security or interesting work.Once outcomes determined, manager needs to be sure they have the reward power to provide these.2) Reward subordinates for high-performance and goal attainment with the desired outcomes.3) Clarify the paths to goal attainment for workers, remove obstacles to performance, and express confidence in worker’s ability.
- 27. Motivating with Path-goalPath-goal identifies four behaviors leaders can use:1) Directive behaviors:set goals, assign tasks, show how to do things.2) Supportive behavior:look out for the worker’s best interest.3) Participative behavior:give subordinates a say in matters that affect them.4) Achievement-oriented behavior:Setting very challenging goals, believing in worker’s abilities.Which behavior should be used depends on the worker and the tasks.
- 28. Behavioral Approach to LeadershipTheory X (Authoritarian)Most employees dislike work and will avoid it whenever possible.
- 29. Because most people dislike work, they have to be pushed, closely supervised, andthreatened with punishment to get them to help achieve the objectives of the organization.
- 30. Behavioral Approach to LeadershipTHEORY Y ( DEMOCRATIC) Most people find work as natural as play or rest, and their attitude toward work is related to their experiences with it.
- 31. People don’t have to be threatened with punishment to be motivated to assist an organization to accomplish its goal.Michigan & Ohio StudiesMICHIGAN STUDIESOHIO STUDIESHIGH CONSIDERATIONEMPLOYEE CENTEREDJOB CENTREDINITIATING STRUCTURE
- 32. Managerial Grid
- 34. HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY
- 35. Leader-Substitute ModelLeadership substitute: acts in the place of a leader and makes leadership unnecessary. Possible substitutes can be found:Characteristics of Subordinates:their skills, experience, motivation.Characteristics of context:the extent to which work is interesting and fun.Worker empowermentor Self-managed work teams reduce leadership needs.Managers need to be aware that they do not always need to directly exert influence over workers.
- 36. Transformational LeadershipStarted with von Pierer, CEO of Siemens, and allows dramatic improvements in management effectiveness. Transformational managers:Make subordinates aware of how important their jobs are by providing feedback to the worker.Make subordinates aware of their own need for personal growth and development.Empowerment of workers, added training help.Motivate workers to work for the good of the organization, not just themselves.
- 37. Transformational LeadersTransformational leaders are charismatic and have a vision of how good things can be.They are excited and clearly communicate this to subordinates.Transformational leaders openly share information with workers. Everyone is aware of problems and the need for change. Empowers workers to help with solutions.Transformational leaders engage in development of workers.Manager works hard to help them build skills.
- 38. Transactional LeadershipInvolves managers using the reward and coercive power to encourage high performance.Managers who push subordinates to change but do not seem to change themselves are transactional.The transactional manager does not have the “vision” of the Transformational leader.
- 40. Gender and LeadershipThe number of women managers is rising but still relatively low in top levels.Stereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.Research indicates that actually there is no gender-based difference in leadership effectiveness.However, women are seen to be more participative than men.