LeadershipTheoriesLeadershipTheories1“Trustmenandtheywillbetruetoyou;treatthemgreatlyandtheywillshowthemselvestobegreat.”RalphWaldoEmerson“Trustmenandtheywillbetr2LeadershipModelsModelOne:authoritarian,democraticorlaissez-faireModelTwo:taskvsinterpersonalLeadershipModelsModelOne:3AuthoritarianAstyleofleadershipinwhichtheleaderusesstrong,directive,controllingactionstoenforcetherules,regulations,activitiesandrelationshipsintheworkenvironment.OrganizationalBehavior,Nelson&QuickAuthoritarianAstyleofleader4AuthoritarianSetsgoalsindividuallyEngagesprimarilyinone-way,downwardcommunicationControlsdiscussionsoffollowersSetspolicyandproceduresunilaterallyDominatesinteractionPersonallydirectsthecompletionoftasksProvidesinfrequentpositivefeedbackRewardsobedienceandpunishesmistakesExhibitspoorlisteningskillsUsesconflictforpersonalgainAuthoritarianSetsgoalsindiv5DemocraticAstyleofleadershipinwhichtheleaderstakescollaborative,responsive,interactiveactionswithfollowersconcerningtheworkandtheworkenvironment.OrganizationalBehavior,Nelson&QuickDemocraticAstyleofleadershi6DemocraticInvolvesfollowersinsettinggoalsEngagesintwo-way,opencommunicationFacilitatesdiscussionwithfollowersSolicitsinputregardingdeterminationofpolicyandproceduresFocusesinteractionProvidessuggestionsandalternativesforthecompletionoftasksProvidesfrequentpositivefeedbackRewardsgoodworkandusespunishmentonlyasalastresortExhibitseffectivelisteningskillsMediatesconflictforgroupgainDemocraticInvolvesfollowersi7Laissez-Faire

(“leavethemalone”)Astyleofleadershipinwhichtheleaderfailstoaccepttheresponsibilitiesoftheposition.OrganizationalBehavior,Nelson&QuickLaissez-Faire

(“leavethemal8Laissez-FaireAllowsfollowersfreereintosettheirowngoalsEngagesinnoncommittal,superficialcommunicationAvoidsdiscussionwithfollowerstosetpolicyandproceduresAvoidsinteractionProvidessuggestionsandalternativesforthecompletionoftasksonlywhenaskedtodosobyfollowersProvidesinfrequentfeedbackofanykindAvoidsofferingrewardsorpunishmentsMayexhibiteitherpoororeffectivelisteningskillsAvoidsconflictLaissez-FaireAllowsfollowers9InterpersonalOrientationSolicitsopinionsRecognizesthepositions,ideas,andfeelingsofothersEngagesinflexible,opencommunicationListenscarefullytoothersMakesrequestsFocusesonfeelings,emotions,andattitudesastheyrelatetopersonalneedsEmphasizesproductivitythroughtheacquisitionofpersonalskillsMostoftencommunicatesorallyMaintainsan“opendoor”policyInterpersonalOrientationSolic10TaskOrientationDisseminatesinformationIgnoresthepositions,ideasandfeelingsofothersEngagesinrigid,stylizedcommunicationInterruptsothersMakesdemandsFocusesonfacts,dataandinformationastheyrelatetotasksEmphasizesproductivitythroughtheacquisitionoftechnicalskillsMostofthetimecommunicatesinwritingMaintainsa“closeddoor”policyTaskOrientationDisseminatesi11StudiesthatIdentifiedCommunicationPatternsofLeadersTheMichiganLeadershipStudiesTheOhioStateLeadershipStudiesMcGregor’sTheoryXandTheoryYBlakeandMcCanse’sLeadershipGridStudiesthatIdentifiedCommun12TheMichiganLeadershipStudyConductedshortlyafterWWIIOnedimensionalIdentifiedtwobasicleadershipstyles:ProductionorientedEmployeeorientedAbuildingblockfornewerleadershipstudiesTheMichiganLeadershipStudyC13OhioStateLeadershipStudiesAfterWWIIMeasuredspecificleaderbehaviorsIdentifiedtwodimensionsConsiderationInitiatingStructureAleadercouldpossessvaryingamountsofbothdimensionsOhioStateLeadershipStudiesA14TheoryXandTheoryYDouglasMcGregor,MITProfessorIdentifiedtwoapproachestosupervision:TheoryX:Thesemanagersthinkpeopledonotliketoworkandlikestrictsupervision.TheoryY:Thesemanagersthinkworkisasourceofsatisfactionandwanttheresponsibility.TheoryXandTheoryYDouglasM15TheoryXPeopledon’tliketoworkandwillavoidit.Peopledonothaveambitionandwanttobeledorcontrolled.Thethreatofpunishmentmakesthemwork.Peopledonotwantresponsibility.Peopleareresistanttochange.Peoplearegullibleandnotverysmart.TheoryX16TheoryYTheaveragepersondoesnotinherentlydislikework.Peoplewillexerciseself-directionandselfcontrolintheperformanceoftheirjobs.Theaveragepersonlearnsunderpropercircumstancesnotonlytoaccepttobuttoseekresponsibility.Theproperleadershipcanbringoutthesequalitiesinworkers.TheoryYTheaveragepersondoe17BlakeandMcCanse’sLeadershipGridHasalsobeencalledtheManagerialGridFocusescommunicationstyles1,1ImpoverishedMgt9,1Authority-Compliance5,5MiddleoftheRoadManagement1,9CountryClubManagement9,9TeamManagementBlakeandMcCanse’sLeadership18領導力理論19TraitsApproachtoLeadershipBornwithleadershiptraitsNotsurewhatthosecharacteristicswere: HeightWeightAppearanceIntelligenceDispositionInconsistentfindingsCertaintraitsmayenhancetheperceptionthatsomebodyisaleaderTraitsApproachtoLeadershipB20TraitApproachSituationalApproachesFiedler’sContingencyModelofLeadershipPath-GoalTheoryHerseyandBlanchard’sSituationalLeadershipTheoryLeader-MemberExchangeTheoryTraitApproach21ResearchInterpersonalFactorsEmotionalstabilitySelfconfidenceManageconflictCognitiveFactorsIntelligence>problemsolvinganddecisionmakingAdministrativeFactorsPlanningandorganizationalskillsKnowledgeofworkbeingperformedResearchInterpersonalFactors22SituationalApproachestoLeadershipStudyFiedler’sContingencyModelofLeadershipPath-GoalTheoryHerseyandBlanchard’sSituationalLeadershipTheoryLeader-MemberExchangeTheorySituationalApproachestoLead23Fiedler’sContingencyModelLeastPreferredCo-WorkerLeaderSituationhas3dimensions:PositionPowerTaskStructureLeader-MemberRelationsLeadereffectivenessinagivensituationisaffectedbytheirLPCscore.CriticismofthetheoryFiedler’sContingencyModelLea24PathGoalTheoryBasedonexpectancytheoryMotivatefollowersthroughcommunicationandsituations.Communicationstylesare:DirectiveLeadershipSupportiveLeadershipParticipativeLeadershipAchievement-orientedLeadershipSituationalFactors:NatureofFollowersNatureofTasksPathGoalTheoryBasedonexpec25LeaderRolesinthePath-GoalModelPathClarificationLeaderdefineswhatfollowerneedstodotogainoutcomesLeaderclarifiesfollower’sworkrolesFollowergainsknowledgeandconfidenceFollowerismotivatedandshowsincreasedeffortOrganizationalgoalsareachievedLeaderRolesinthePath-Goal26LeaderRolesinthePath-GoalModelIncreaserewardsLeaderfindsoutaboutfollower’sneedsLeadermatchesfollower’sneedstorewardsifworkoutcomesareaccomplishedLeaderincreasesvalueofworkoutcomesforfollowerFollowerismotivatedandshowsincreasedeffortOrganizationalgoalsareachievedLeaderRolesinthePath-Goal27SituationalLeadershipTheoryHerseyandBlanchardsaythelevelofmaturityofaworkerplaysaroleinleadershipbehaviorMaturityconsistsof:Jobmaturity–talks-relatedabilities,skillsandknowledgePsychologicalmaturity–feelingsofconfidence,willingnessandmotivationFollowerreadinessLeaderbehaviorSituationalLeadershipTheoryH28SituationalLeadershipTheorySituationalLeadershipTheory29LeaderMemberExchange(LMX)HowleadersdeveloprelationshipswithfollowersIngroupOutgroupSatisfactionStressWorkloadLeaderMemberExchange(LMX)Ho30FunctionalApproachtoLeadershipAbilitytocommunicatelikealeaderdeterminesleadershipTheoriesBarnardBenneandSheatsFunctionalApproachtoLeaders31TheVroom-JagoContingencyModelAcontingencymodelthatfocusesonvaryingdegreesofparticipativeleadership,andhoweachlevelofparticipationinfluencesqualityandaccountabilityofdecisions.TheVroom-JagoContingencyMod32FiveLeaderDecisionStylesLeaderdecidesLeaderconsultsindividualsLeaderconsultsthegroupLeaderactsasafacilitatorforthegroupLeaderdelegatesdecisiontothegroupFiveLeaderDecisionStylesLea33DiagnosticQuestionsDecisionsignificanceHowsignificantisthisdecisionfortheprojectororganization?ImportanceofcommitmentHowimportantissubordinatecommitmenttocarryingoutthedecision?LeaderexpertiseWhatistheleveloftheleader’sexpertiseinrelationtotheproblem?LikelihoodofcommitmentIftheleaderweretomakethedecisionalone,wouldsubordinateshavehighorlowcommitment?DiagnosticQuestionsDecisions34DiagnosticQuestionsGroupsupportforgoalsWhatisthedegreeofsubordinatesupportfortheteam’sororganization’sobjectivesatstakeinthisdecision?GoalexpertiseWhatisthelevelofgroupmembers’knowledgeandexpertiseinrelationtotheproblem?TeamConsequenceHowskilledandcommittedaregroupmemberstoworkingtogetherasateamtosolveproblems?DiagnosticQuestions35ReferencesDebraL.NelsonandJamesCampbellQuick,OrganizationalBehavior(Ohio:Thomson,2006)148-177.MichaelZ.HackmanandCraigE.Johnson,Leadership(Illinois:WavelandPress,2004)35-87.RichardL.Daft,TheLeadershipExperience(Ohio,Thomson,2008)45-71.ReferencesDebraL.Nelsonand36LeadershipTheoriesLeadershipTheories37“Trustmenandtheywillbetruetoyou;treatthemgreatlyandtheywillshowthemselvestobegreat.”RalphWaldoEmerson“Trustmenandtheywillbetr38LeadershipModelsModelOne:authoritarian,democraticorlaissez-faireModelTwo:taskvsinterpersonalLeadershipModelsModelOne:39AuthoritarianAstyleofleadershipinwhichtheleaderusesstrong,directive,controllingactionstoenforcetherules,regulations,activitiesandrelationshipsintheworkenvironment.OrganizationalBehavior,Nelson&QuickAuthoritarianAstyleofleader40AuthoritarianSetsgoalsindividuallyEngagesprimarilyinone-way,downwardcommunicationControlsdiscussionsoffollowersSetspolicyandproceduresunilaterallyDominatesinteractionPersonallydirectsthecompletionoftasksProvidesinfrequentpositivefeedbackRewardsobedienceandpunishesmistakesExhibitspoorlisteningskillsUsesconflictforpersonalgainAuthoritarianSetsgoalsindiv41DemocraticAstyleofleadershipinwhichtheleaderstakescollaborative,responsive,interactiveactionswithfollowersconcerningtheworkandtheworkenvironment.OrganizationalBehavior,Nelson&QuickDemocraticAstyleofleadershi42DemocraticInvolvesfollowersinsettinggoalsEngagesintwo-way,opencommunicationFacilitatesdiscussionwithfollowersSolicitsinputregardingdeterminationofpolicyandproceduresFocusesinteractionProvidessuggestionsandalternativesforthecompletionoftasksProvidesfrequentpositivefeedbackRewardsgoodworkandusespunishmentonlyasalastresortExhibitseffectivelisteningskillsMediatesconflictforgroupgainDemocraticInvolvesfollowersi43Laissez-Faire

(“leavethemalone”)Astyleofleadershipinwhichtheleaderfailstoaccepttheresponsibilitiesoftheposition.OrganizationalBehavior,Nelson&QuickLaissez-Faire

(“leavethemal44Laissez-FaireAllowsfollowersfreereintosettheirowngoalsEngagesinnoncommittal,superficialcommunicationAvoidsdiscussionwithfollowerstosetpolicyandproceduresAvoidsinteractionProvidessuggestionsandalternativesforthecompletionoftasksonlywhenaskedtodosobyfollowersProvidesinfrequentfeedbackofanykindAvoidsofferingrewardsorpunishmentsMayexhibiteitherpoororeffectivelisteningskillsAvoidsconflictLaissez-FaireAllowsfollowers45InterpersonalOrientationSolicitsopinionsRecognizesthepositions,ideas,andfeelingsofothersEngagesinflexible,opencommunicationListenscarefullytoothersMakesrequestsFocusesonfeelings,emotions,andattitudesastheyrelatetopersonalneedsEmphasizesproductivitythroughtheacquisitionofpersonalskillsMostoftencommunicatesorallyMaintainsan“opendoor”policyInterpersonalOrientationSolic46TaskOrientationDisseminatesinformationIgnoresthepositions,ideasandfeelingsofothersEngagesinrigid,stylizedcommunicationInterruptsothersMakesdemandsFocusesonfacts,dataandinformationastheyrelatetotasksEmphasizesproductivitythroughtheacquisitionoftechnicalskillsMostofthetimecommunicatesinwritingMaintainsa“closeddoor”policyTaskOrientationDisseminatesi47StudiesthatIdentifiedCommunicationPatternsofLeadersTheMichiganLeadershipStudiesTheOhioStateLeadershipStudiesMcGregor’sTheoryXandTheoryYBlakeandMcCanse’sLeadershipGridStudiesthatIdentifiedCommun48TheMichiganLeadershipStudyConductedshortlyafterWWIIOnedimensionalIdentifiedtwobasicleadershipstyles:ProductionorientedEmployeeorientedAbuildingblockfornewerleadershipstudiesTheMichiganLeadershipStudyC49OhioStateLeadershipStudiesAfterWWIIMeasuredspecificleaderbehaviorsIdentifiedtwodimensionsConsiderationInitiatingStructureAleadercouldpossessvaryingamountsofbothdimensionsOhioStateLeadershipStudiesA50TheoryXandTheoryYDouglasMcGregor,MITProfessorIdentifiedtwoapproachestosupervision:TheoryX:Thesemanagersthinkpeopledonotliketoworkandlikestrictsupervision.TheoryY:Thesemanagersthinkworkisasourceofsatisfactionandwanttheresponsibility.TheoryXandTheoryYDouglasM51TheoryXPeopledon’tliketoworkandwillavoidit.Peopledonothaveambitionandwanttobeledorcontrolled.Thethreatofpunishmentmakesthemwork.Peopledonotwantresponsibility.Peopleareresistanttochange.Peoplearegullibleandnotverysmart.TheoryX52TheoryYTheaveragepersondoesnotinherentlydislikework.Peoplewillexerciseself-directionandselfcontrolintheperformanceoftheirjobs.Theaveragepersonlearnsunderpropercircumstancesnotonlytoaccepttobuttoseekresponsibility.Theproperleadershipcanbringoutthesequalitiesinworkers.TheoryYTheaveragepersondoe53BlakeandMcCanse’sLeadershipGridHasalsobeencalledtheManagerialGridFocusescommunicationstyles1,1ImpoverishedMgt9,1Authority-Compliance5,5MiddleoftheRoadManagement1,9CountryClubManagement9,9TeamManagementBlakeandMcCanse’sLeadership54領導力理論55TraitsApproachtoLeadershipBornwithleadershiptraitsNotsurewhatthosecharacteristicswere: HeightWeightAppearanceIntelligenceDispositionInconsistentfindingsCertaintraitsmayenhancetheperceptionthatsomebodyisaleaderTraitsApproachtoLeadershipB56TraitApproachSituationalApproachesFiedler’sContingencyModelofLeadershipPath-GoalTheoryHerseyandBlanchard’sSituationalLeadershipTheoryLeader-MemberExchangeTheoryTraitApproach57ResearchInterpersonalFactorsEmotionalstabilitySelfconfidenceManageconflictCognitiveFactorsIntelligence>problemsolvinganddecisionmakingAdministrativeFactorsPlanningandorganizationalskillsKnowledgeofworkbeingperformedResearchInterpersonalFactors58SituationalApproachestoLeadershipStudyFiedler’sContingencyModelofLeadershipPath-GoalTheoryHerseyandBlanchard’sSituationalLeadershipTheoryLeader-MemberExchangeTheorySituationalApproachestoLead59Fiedler’sContingencyModelLeastPreferredCo-WorkerLeaderSituationhas3dimensions:PositionPowerTaskStructureLeader-MemberRelationsLeadereffectivenessinagivensituationisaffectedbytheirLPCscore.CriticismofthetheoryFiedler’sContingencyModelLea60PathGoalTheoryBasedonexpectancytheoryMotivatefollowersthroughcommunicationandsituations.Communicationstylesare:DirectiveLeadershipSupportiveLeadershipParticipativeLeadershipAchievement-orientedLeadershipSituationalFactors:NatureofFollowersNatureofTasksPathGoalTheoryBasedonexpec61LeaderRolesinthePath-GoalModelPathClarificationLeaderdefineswhatfollowerneedstodotogainoutcomesLeaderclarifiesfollower’sworkrolesFollowergainsknowledgeandconfidenceFollowerismotivatedandshowsincreasedeffortOrganizationalgoalsareachievedLeaderRolesinthePath-Goal62LeaderRolesinthePath-GoalModelIncreaserewardsLeaderfindsoutaboutfollower’sneedsLeadermatchesfollower’sneedstorewardsifworkoutcomesareaccomplishedLeaderincreasesvalueofworkoutcomesforfollowerFollowerismotivatedandshowsincreasedeffortOrganizationalgoalsareachievedLeaderRolesinthePath-Goal63SituationalLeadershipTheoryHerseyandBlanchardsaythelevelofmaturityofaworkerplaysaroleinleadershipbehaviorMaturityconsistsof:Jobmaturity–talks-relatedabilities,skillsandknowledgePsychologicalmaturity–feelingsofconfidence,willingnessandmotivationFollowerreadinessLeaderbehaviorSituationalLeadershipTheoryH64Situation