Chapter 11 Leadership The ability to influence people toward
the attainment of goals.
Slide 2
Contemporary Leadership The type of Leadership needed for
maximum effectiveness evolves as: The type of Leadership needed for
maximum effectiveness evolves as: The needs of the organization
change The needs of the organization change The external
environment changes (e.g., technology, economic, labor, social and
cultural) The external environment changes (e.g., technology,
economic, labor, social and cultural) Post-heroic approach modest
leaders rather than arrogant put the organization ahead of
themselves Post-heroic approach modest leaders rather than arrogant
put the organization ahead of themselves
Slide 3
Types of Leadership Theories u Universal Traits (I) Behaviors
(II) e.g., Ohio State, Leadership Grid (Blake & Mouton),
Michigan u Contingency Traits (III) e.g., Fiedler Behaviors (IV)
e.g., Hersey & Blanchard,
Slide 4
Type I Theories: Traits that Generally Differentiate Leaders
from Nonleaders u Drive u Desire to Lead u Honesty and Integrity u
Self-Confidence u Intelligence u Job-Relevant Knowledge (Traits
only provide the potential for leadership. They dont guarantee it
will happen.)
Slide 5
2 Basic Leadership Styles (Types II, III, and IV Theories)
Category 1 u Initiating Structure-- u Job-Centered--------- u Conc.
for Production u Task-Oriented-------- u Directive---------------
Category 2 u Consideration u Employee-Centered u Concern for People
u Relationship- Oriented u Supportive
Slide 6
Ohio State Studies (Type II) u Consideration u Initiating
Structure (Leaders are supposedly Both, One, or Neither - Viewed as
two different dimensions)
Slide 7
The Leadership Grid (Type II) u Concern for production measured
on a scale of 1 to 9 u Concern for people measured on a scale of 1
to 9 u Team management (9,9) is often considered the most effective
style for all managers.
Slide 8
Blake & Moutons Leadership Grid High High Low Low Concern
for Production Concern for People Country Club Management
Impoverished Management Team Management Authority- Compliance
Management Middle-of- the-Road Management
Slide 9
Michigan Studies (Type II) u Employee-Centered Leaders u
Job-Centered Leaders (Leaders are supposedly Either/OR, but NOT
Both - These were viewed as opposite extremes of the same continuum
- c.f., Fiedler)
Slide 10
Universal Behavioral Approaches (Type II Theories)
Recommendations: Ohio State: Hi Initiating Structure & Hi
Consideration Managerial Grid (Texas): Hi Concern for Production
& Hi Concern for People Michigan: Hi Employee-Centered Leaders
(not Hi Job-Centered Leaders)
Slide 11
Contingency Approaches Identify relevant Situational Variables
and what Leader Traits or Styles are appropriate for each.
Slide 12
Fiedler's Contingency Theory (Type III Theory) Leader Traits u
Relationship-oriented (High LPC) u Task-oriented (Low LPC) (Fiedler
believed it is easier to change a situation than to change a
leaders characteristics) Situational Variables u Leader-Member
Relations Good vs. Poor u Task Structure Structured (High) vs.
Unstructured (Low) u Leader Position Power Strong vs. Weak
Slide 13
Fiedlers Recommendations Task-oriented managers more effective
in very favorable or very unfavorable situations.
Relationship-oriented managers more effective in moderately
favorable situations.
Slide 14
Fiedlers Contingency Model GOOD POOR GOOD POOR HIGH LO W HIGH
LOW SWSWSWSW Leader- Member Relations Task Structure Position Power
Kinds of Leadership Situations Very Favorable Very Unfavorable
IIIIIIIVVVIVIIVIII1 Relationship-oriented managers most effective
in IV, V, VI, VII. Task-oriented managers most effective in I, II,
III or VIII.
Slide 15
Hersey and Blanchard's Situational Theory Situational Variables
Followers Readiness / Maturity is due to : u Ability u Willingness
Leader Behaviors u Task Behavior (High or Low) u Relationship
Behavior (High or Low) 4 Combinations: Telling (H-L) Selling (H-H)
Participating (L-H) Delegating (L-L)
Slide 16
Hersey & Blanchards Situ- ational Leadership (Type IV) High
Relationship and->->-> Low Task High Task
