This document discusses various theories of leadership. It defines leadership as influencing others to achieve group or organizational goals. It distinguishes between the roles of managers and leaders, with managers focusing on efficiency and leaders focusing on vision and inspiration. The document examines the trait theory of leadership, which proposes that leaders are born with certain innate traits, and behavior theories that focus on what leaders do, such as consideration and initiating structure. It also discusses situational theories like contingency theory and path-goal theory that propose the most effective leadership style depends on factors of the situation. Emerging theories discussed include leader-member exchange theory and shared leadership.

1. Chapter14
Leadership

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Definingleadership
Process of influencing others to achieve
group or organizational goals

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Areleaders thesameasmanagers?
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Management is doing things right; leadership is doing the right things.
Failing organizations are usually over-managed and under-led.
Both roles are crucial, and they differ profoundly.
I often observe people in top positions doing the wrong things well.
WarrenBennis

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• Vision for change
• Inspire & Motivate
• Lead People
• Mission
• Values
Managers and Leaders
Leaders
• Plan, organize, control
• Direct and Execute
• Manage Resources
• Productivity
• Efficiency
Managers

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Areleadersbornormade?
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Traittheoryofleadership
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Special innate qualities that
differentiate people who
were born to lead from non-
leaders.
LEADER
FOLLOWERS

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Traittheoryofleadership
Effective leaders possess a similar set
of traits or characteristics
Assumption: Find the “right” people,
increase organizational effectiveness
Traits:
• Relatively stable characteristics
• Abilities
• Psychological motives
• Consistent patterns of behaviour
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Drive
Desire to lead
Honesty/integrity
Self-confidence
Emotional stability
Cognitive ability
Business knowledge

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Areleadersbornormade?
Minnesota twin studies suggest
70% of leadership role occupancy is
explained by experience
and 30% is explained by heredity
8Arvey, Rotundo, Johnson, Zhang, & McGue (2006); Arvey, Zhang, Krueger, & Avolio (2007)

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Traittheoryofleadership
Strengths
 Intuitively appealing
 Credibility due to a century of
research support
 Highlights leader component in the
leadership process
 Provides benchmarks for what to
look for in a leader – helps with
selection
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Traittheoryofleadership
Criticisms
 Endless list of traits have
emerged (no definitive set,
highly subjective)
 Doesn’t take into account the
followers or the situation
 People who emerge as leaders
may not necessarily succeed as
leaders (doesn’t consider
outcomes)
 Not useful for training &
development when traits are
viewed as fixed
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Howshouldleadersbehave?
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Behaviortheoriesofleadership
What do leaders do?
Initiating Structure
• Defines the roles of followers by
setting goals, giving directions,
setting deadlines, and assigning
tasks.
Consideration
• Act friendly, approachable, and
supportive thereby showing
concern for employees.
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LEADER
(Interaction)
FOLLOWERS
Leadership

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Earlyleadershipbehaviorstudies
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Low Consideration High Consideration
Low Initiating Structure High Initiating Structure
UNIVERSITY OF MICHIGAN
Consideration Initiating Structure
UNIVERSITY OF TEXAS STUDIES
OHIO STATE UNIVERSITY

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Blake/MoultonLeadershipGrid
1,9 Country Club
Management
9,9Team
Management
1,1
Impoverished
Management 9,1
Authority-
Compliance
5,5
Middle of the
Road
5,5
1 2 3 4 5 6 7 8 9
1
2
3
4
5
6
7
8
9
ConcernforPeople
Concern for Production
High
Low
Low High
Initiating Structure
Consideration
Natalia tends to ensure
her team is on board
with any decision she
makes, but her teams’
productivity is below
the level of other
teams in her business
unit.
What can we infer
about her leadership
style?

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Whenwilldifferentleadershipbehaviorsbeeffective?
SITUATIONAL THEORIES
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ContingencyTheory
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Assumptions
• Leaders are effective when the work groups they lead perform well
• Leadership styles are difficult to change (tied to personality)
• Aspects of the situation determine the leader’s ability to influence the
behavior of the group members
Situational Favorableness is HIGH when:
• subordinates respect, trust, and like leader (good leader-member relations)
• Subordinates task requirements are specified (high task structure)
• leaders can hire, fire, reward, and punish workers (high positional power)

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Thebest“style”dependsonsituationalfavorableness
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Remember the “U” and “inverted U”

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House’sPath-GoalTheory
Leaders can increase motivation by:
1.Reducing road blocks that interfere with goal accomplishment
2.Providing the guidance and support needed by employees
3.Increasing meaningful rewards for goal accomplishment
• Employee and environmental characteristics impact the type of
leadership style that is most effective
•Directive
•Supportive
•Participative
•Achievement-Oriented
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Path-GoalTheory
Leadership behaviors should compliment what their subordinates are experiencing
Directive Supportive Participative Achievement
Unstructured tasks Structured, simple,
repetitive tasks
Stressful, frustrating
tasks
Complex tasks Unchallenging tasks
Employees with external
locus of control
Employees lack
confidence
Employees with internal
locus of control
Unclear formal authority
system
Clear formal authority
system
Employees not satisfied
with rewards
Inexperienced workers Experienced workers
Workers with low
perceived ability
Workers with high
perceived ability

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NormativeDecisionTheory(akatheVroom-Yetton-JagoModel)
Using the right amount of employee participation:
• improves decision quality
• improves acceptance
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NormativeDecisionTheory(akaVroom-Yetton-JagoModel)
Unnecessarily complicated:
Here is what you need to know…
3 basic types of decision styles:
• Autocratic
• Consultative
• Group
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Decisionstyles
Solve the
problem
yourself
Obtain
information.
Select a
solution
yourself.
Share problem,
get ideas from
individuals.
Select a
solution
yourself.
Autocratic Consultative
Share problem
with group,
get ideas.
Make decision,
which may or
may not reflect
input.
Share problem
with group.
Together try
to reach a
solution.
Leader acts as
facilitator.
Group
Leader solves the problem
or makes the decision
Leader accepts any decision
supported by the entire group
1. Quality is important,
leader doesn’t have
enough information,
problem is unstructured
2. Quality is important,
subordinates don’t have
enough information,
subordinates’ goals are
different from the
organization
3. Subordinate commitment
is important
4. Subordinate commitment
is absolutely required

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Decisionstyles Quality is important…
Leader doesn’t have enough information
Problem is unstructured
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1
Solve the
problem
yourself
Obtain
information.
Select a
solution
yourself.
Share problem,
get ideas from
individuals.
Select a
solution
yourself.
Autocratic Consultative
Share problem
with group,
get ideas.
Make decision,
which may or
may not reflect
input.
Share problem
with group.
Together try
to reach a
solution.
Leader acts as
facilitator.
Group
Leader solves the problem
or makes the decision
Leader accepts any decision
supported by the entire group

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Don’tforget Yellowdig
Charismatic leaders:
• articulate a clear vision based on values
• model values consistent with vision
• communicate high performance expectations
• display confidence in followers’ abilities to achieve the vision
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Theleadershipfieldfinallymovesbeyond“theleader”
Leader-member Exchange Theory
Emergent and Shared Leadership
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LMX theory challenges the assumption that leaders treat followers in a
collective way, as a group
The dyadic relationship between leaders and followers is the focal point of
the leadership process.
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Dyadic
Relationship
FollowerLeader

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HighqualityLMXresultsin:
• Less employee turnover
• More positive performance
evaluations
• Higher frequency of promotions
• Greater organizational
commitment
• More desirable work assignments
• Better job attitudes
• More attention and support from
leader
• Greater participation
• Faster career progress
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Graen & Uhl-Bien, 1995
Out-Group
In-Group

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Howdosubordinatesgetintothein-group?
Phases of Leadership Making
1. stranger phase
2. acquaintance phase
3. mature partnership phase
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Graen & Uhl-Bien (1995)

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Canasingleindividualprovidealloftheleadershipneededformost
teams,groups,ororganizations?
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RedefiningLeadership
Current challenges require leadership that is distributed, fluid, and
constructed in interaction
Denis, J. L., Langley, A., & Sergi, V. (2012). Leadership in the Plural. The Academy of Management Annals, 6(1), 211–283. 31

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Emergent(informal)leadership
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Assigned
An individual
occupying a formal
leadership positions
within an
organization.
Emergent
An individual perceived
by others as a very
influential member of
regardless of the
individual’s title.

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Practical Perspective
from the Center for
Creative Leadership:
If leadership is a social
process, what does it
create?
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DebatePrep
• Requires significant research and preparation!
• Debate must be:
• professional in nature
• based on logical arguments
• reliant on current research
• NOT the opinions of team members
• Deliverables
• Debate Preparation Document (citations for resources your team will draw and
bullet points of key facts/insights from each resource)
• Opening Arguments Presentation (definitions or background needed to support
your position; main arguments to advocate for your position; supporting evidence
of arguments)
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DebatePrep
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• Prepare for Cross-Examination
• Think about questions you will want to ask your opponents
• Try to anticipate questions you will be asked

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Do NOT meet for
classTHURSDAY!
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