Chapter 11
Leadership II:
Approaches and
Issues
PowerPoint slides by
R. Dennis Middlemist
Colorado State University
Learning Objectives
After studying this chapter, you should be
able to:
2
Compare and contrast the various
approaches to, and theories of, leadership
Describe the similarities and differences
between leadership and management
Differentiate between charismatic,
transformational, and transactional leaders
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Learning Objectives
After studying this chapter, you should be
able to:
3
Discuss E-leadership
Analyze the effects of culture on theories of
leadership
Explain the ways in which an individual can
improve her/his own leadership capabilities
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Leadership Perspectives
Perspective
Blake and Mouton:
Managerial Grid
Hersey and Blanchard:
Situational Leadership Model
Leader
Follower
Situation
XX
X
XX
Fiedler:
Contingency Leadership
Model
XX
House:
Path-Goal Theory
XX
XX
XX
Vroom/Yetton:
Normative Decision Model
XX
X
XX
Substitutes for Leadership
XX
XX
X = Strong Emphasis
XX = Very Strong Emphasis
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Adapted from Exhibit 11.1: Leadership Perspectives: Relative Emphasis on Leader, Follower, and Situation
Leadership Grid
Both concern for people and concern for
production are necessary for effective
leadership
Best managers are high on both dimensions
(9,9)
A 9,9 leader is best kind of leader, irrespective
of who the followers are or what kinds of
situations confront the leader
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Leadership Grid
High
9
1,9
9,9
Concern for People
8
7
6
5,5
5
4
3
2
Low
1
1,1
1
Low
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9,1
2
3
4
5
6
7
Concern for Results
8
9
High
Adapted from Exhibit 11.2: Blake and Mouton: The Leadership Grid
Situational Leadership Model
Successful leadership behaviors
on the “readiness” of
followers
depend
Ability in relation to a specific task
Willingness to undertake the new task
Leadership behaviors
Supportiveness (people orientation)
Directiveness (task orientation)
Four combinations of the two dimensions of
leadership behavior
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Situational Leadership Model
Follower Ability
High
Participating
Delegating
Telling
Selling
Low
Low
High
Follower Motivation
Supportive leader behavior
Directive leader behavior
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Adapted from Exhibit 11.3: Hersey and Blanchard: Situational Leadership Model
Leadership Contingency Theory
Task-oriented leaders (low LPC score)
and relationship-oriented leaders (high
LPC score) must be matched to
leadership situations
Favorableness of leadership situation
Relations with subordinates
Task structure
Position power
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Leadership Contingency Theory
SITUATION
Favorable (for leader)
Unfavorable (for leader)
Poor subordinate relationships
Unstructured task
Leader lacks position power
Good subordinate relationships
Highly structured task
Leader with high amount of
position power
LEADERS
Low LPC Perspective
Rates least preferred co-worker
harshly
Task oriented
Most effective when situation is
either highly favorable or
highly unfavorable
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High LPC Perspective
Rates least preferred coworker favorably
Person oriented
Most effective when situation
is neither highly favorable
nor highly unfavorable
Adapted from Exhibit 11.4: LPC Theory
Path-Goal Theory
Leader’s job is to increase subordinate
satisfaction and effort
Increase personal payoffs to subordinates
for work-goal attainment
Make the path to these payoffs easier to
travel
Clarify
it
Reduce roadblocks and pitfalls
Increase opportunities for personal satisfaction
en route
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Path-Goal Theory
Two basic leadership
behaviors
Supportive leadership
Directive leadership
Assumes that a particular leadership approach
will work better in some task situations than
others
Assumes that leaders can modify their styles to
suit the situation.
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Path-Goal Theory
IF
The task is:
Frustrating, boring, stressful,
structured, and routine
AND
Subordinates are:
Highly experienced and
competent
Supportive
Leadership Style
(Person oriented)
Goal
(i.e., increased
performance)
IF
The task is:
Interesting but ambiguous,
nonstressful, unstructured,
varied
AND
Directive Leadership
Style
(Task oriented)
Subordinates are:
inexperienced
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Adapted from Exhibit 11.5:
Normative Decision Model
Not a model of leadership behavior
Examines issue of how much subordinates
should be allowed to participate in decision
making
Also helps determine what type of participation
should be allowed
Two key variables
Quality of the decision
Acceptance of the decision by subordinates
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Normative Decision Model
Decision Stylea
AI
AII
Definition
Leader makes the decision alone
Leader asks for information from team members but makes
the decision alone. Team members may or may not be
informed what the situation is.
CI
Leader shares situation with each team member and asks
for information and evaluation. Team members do not meet
as a team, and the leader alone makes the decision.
CII
Leader and team members meet as a team to discuss the
situation, but the leader makes the decision.
G
Leader and team members meet as a team to discuss the
situation, and the team makes the decision.
a
A = autocratic
C = consultative G = group
Sources: V. H. Vroom and P. W. Yetton, Leadership and Decision-Making (Pittsburgh, PA: University of Pittsburgh Press, 1973);
V. H. Vroom and A. G. Jago, The New Leadership: Managing Participation in Organizations (Englewood Cliffs, NJ: Prentice
Hall, 1988).
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Adapted from Exhibit 11.6: Normative Decision-Making Model: Decision-Making Styles
Normative Decision Model
State the Problem
QR How important is the quality of
this decisions?
CR How important is subordinate
commitment to the decision?
LI Do you have sufficient
information to make a high-quality
decision?
ST Is the problem well structured?
CP If you were to make the decision by yourself, is it reasonably
certain that your subordinates would be committed to it?
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Adapted from Exhibit 11.7: Normative Decision-making Model for Leaders’ Use of Participation: Decision-Tree Questions
Normative Decision Model
State the Problem
GC Do subordinates share the
organization goals to be attained in
solving this problem?
CO Is conflict among subordinates
over preferred solutions likely?
SI Do subordinates have sufficient
information to make a high-quality
decision?
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Adapted from Exhibit 11.7: Normative Decision-making Model for Leaders’ Use of Participation: Decision-Tree Questions
Normative Decision Model
Decision-making Procedures
AI Manager makes decision alone
AII Manager gets information from
team, makes decision alone
CI Manager shares problem, gets
information, makes decision alone
CII Manager and subordinates meet to
discuss situation, manager makes
decision alone
G Manager and leader meet to
discuss situation, team makes
decision
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Adapted from Exhibit 11.7: Normative Decision-making Model for Leaders’ Use of Participation: Decision-Tree Questions
Substitutes for Leadership
Alternative approaches
May partially substitute for leadership
Can sometimes overcome poor leadership
Aspects of organization or work situation
Can neutralize the best efforts of leaders
Inflexible organization procedures
Inadequate compensation policy
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Substitutes for Leadership
e,
Professional orientation
In
sa trins
tis
fyi ically
ng
tas
k
c
en
eri
xp
, e ing
ility train
Ab
Substitutes for leadership
Ability, experience, training
Intrinsically satisfying task
Substitutes
for
Leadership
Professional
orientation
Direct feedback from the task
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Dir
e
fro ct fe
e
m
the dba
ta s c k
k
Cohesive work group (with
positive performance norms
up
gro
ork e
)
e w ositiv rms
o
siv
he h p e n
Co wit anc
(
rm
rfo
pe
Advisory or staff support
Advisory or staff
support
Adapted from Exhibit 11.8: Examples of Possible Substitutes for Leadership
Leading and Managing: The
Same or Different
Leaders
Create vision for organizations and units
Promote major changes in goals and procedures
Set and communicate new directions
Inspire subordinates
Managers
Deal with interpersonal conflict
Plan
Organize
Implement goals set by others (the leaders)
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Leading and Managing: The
Same or Different
Managing ought to
involve most of the
activities thought of
as leading
Organizations need
their managers to
also incorporate
leadership roles into
their behavior
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Leaders
Leaders
and
Managers
Managers
Adapted from Exhibit 11.9: The Overlapping Roles of Leaders and Managers
Charismatic Leadership
Charismatic leadership
Charisma is a strong form of referent power
Influence is based on individual inspirational
qualities rather than formal power
Followers or subordinates identify with
charismatic leaders because of these
exceptional qualities
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Charismatic Leadership
Attributes of Charismatic Leaders
Need for power
Impression management
Self-sacrifice toward organization
Innovative or unorthodox actions
Ideals, values, lofty goals
High expectations for followers
Models desired behaviors
Inspires followers
Strong belief in own ideas
High level of self-confidence
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Adapted from Exhibit 11.10: Attributes of the Charismatic Leader
Transformational Leadership
Transformational leaders
Leaders empower and coach followers
Followers identify with the leader
Motivate followers (to)
Ignore self-interest
Work for the larger good of the organization
Achieve significant accomplishments
Make major changes
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