Chapter 10

LEADERSHIP

I. What is leadership?

II. Leadership theories

- Trait theory

- Contingency theory

- Situational theory

- Leader-member exchange theory

- Path-goal theory

- Normative theory (leader-particiation model)

- Attribution theory

- Charismatic leadership theory

- Transactional vs. transformational leadership

I. What is leadership?

The process through which one member of a group influences other group members toward the attainment of specific group goals.

II. Leadership theories

A: Trait theory

Assumes that great leaders possess key traits that set them apart from most other human beings, and that these traits remain stable over time and across different groups.

B: Contingency theory (Fiedler, 1978)

Effective leadership depend upon a proper match between a leader's style and the situation

Leader's style: measured by LPC--Least Preferred Coworker

Low LPC: task-oriented

High LPC: relation-oriented

Situational control includes:

(1) Leader's relation with group members

(2) Task structure

(3) Leader's position power

Relation Task Position Effective style

High high high -----> Low LPC

Moderate moderate moderate ----> High LPC

Poor low low -----> Low LPC

C: Situational theory (Hersey and Blanchard, 1982)

Focuses on followers' maturity

Leadership styles:

Telling: high task-low relationship

Selling: high task-high relationship

Participating: low task-high relationship

Delegating: low task-low relationship

Followers’ maturity:

M1: people are unable and unwilling to do a job

M2: people are unable but willing to do

M3: people are able but unwilling to do

M4: people are able and willing

D: Leader-member exchange theory (Graen)

Focuses on leader-member relationship

In-group status

Out-group status

E: Path-goal theory (House)

Leader's role as a source of immediate or future satisfaction

Directive leader

Supportive leader

Participative leader

Achievement-oriented leader

E: Normative theory (Vroom & Yetton, 1973)

Decision making style:

Autocratic style

Participative style

Important factors influencing which style is more effective:

Quality of the decision

Acceptance by subordinates

F: Attribution theory

G: Charismatic leadership theory

An extention of the attribution theory.

Key characteristics: self confidence; a vision; ability to articulate the vision; strong convictions about the vision; behavior that is out of the ordinary; perceived as being a change agent; environment sensitivity

Transactional leader behaviors:

Contingent reward

Non-contingent reward

Contingent punishment

Non-contingent punishment

Transformational leader behaviors:

Articulating a vision

Intellectual stimulation

High expectation of performance

Providing individualized support

Providing a role model

Fostering collaboration