course material

1. (Mt) – Leadership Style
Situational Approach Chapter 5 Northouse, Leadership 8e. © SAGE Publications, 2019. 2
How does the situational approach work? Northouse, Leadership 8e. © SAGE Publications,
2019. 3 Situational Approach Description (Hersey & Blanchard, 1969) “Leaders match their
–different situations demand different
development Northouse, Leadership 8e. © SAGE Publications, 2019. 4 Situational Approach
a directive
to perform a given task Northouse, Leadership 8e. © SAGE Publications, 2019. 5 Leadership
–the behavior pattern of an individual who attempts to
ions, 2019. 6 Leadership Styles
–Help group members in goal achievement via
one-
efining roles Northouse,
Supportive behaviors–Assist group members via two-way communication in feeling
–
using supportive behaviors Northouse, Leadership 8e. © SAGE Publications, 2019. 9 S2–
and soliciting subordinate input Northouse, Leadership 8e. © SAGE Publications, 2019. 10
S3–
-to-day decision-
making control but is available to facilitate problem solving Northouse, Leadership 8e. ©
SAGE Publications, 2019. 11 S4–
lessens involvement in planning,

2. subordinates control and refrains from intervention and unneeded social support
Northouse, Leadership 8e. © SAGE Publications, 2019. 12 Development Levels The degree
to which followers have the competence and commitment necessary to accomplish a given
task or activity Northouse, Leadership 8e. © SAGE Publications, 2019. 13 How Does the
Application Northouse, Leadership 8e. © SAGE Publications, 2019. 14 Situational Approach
ng his/her leadership style to match subordinate
developmental level Northouse, Leadership 8e. © SAGE Publications, 2019. “The situational
approach requires leaders to demonstrate a strong degree of flexibility.” 15 How Does the
Situational Approach Work? Using SLII model–In any given situation the leader has two
tasks: 1st Task Diagnose the Situation Identify the developmental level of employee Ask
questions like: • What is the task subordinates are being asked to perform? • How
complicated is it? • What is their skill set? • Do they have the desire to complete the job?
Northouse, Leadership 8e. © SAGE Publications, 2019. 2nd Task Adapt Style To prescribed
Leadership style in the SLII model • Leadership style must correspond to the employee’s
development level 16 How Does the Situational Approach Work? Employee’s
Developmental Level • Competence • Commitment Leader’s Leadership Style • Directive •
Supportive Growing cross cultural and technical influences in society • Most frequently
used style is high supportive, low directive • Least frequently used style is high directive,
Marketplace approval. Situational leadership is perceived as providing a credible model for
training em
Prescriptive value. Situational leadership clearly outlines what you should and should not
Leader flexibility. Situational leadership stresses that effective leaders are those who can
change their styles based on task requirements and subordinate n
treatment. Situational leadership is based on the premise that leaders need to treat each
subordinate according to his/her unique needs. Northouse, Leadership 8e. © SAGE
on raises theoretical
determine how commitment and competence are conceptualized for each developmental
level. Model has more predictive power when leader and follower perceptions of
varies is very unclear. Replication studies fail to support basic prescriptions of situational
leadership model. Northouse, Leadership 8e. © SAGE Publicati
Does not account for how particular demographics influence the leader-subordinate
prescriptions of the model. For example, experienced employees prefer less directive
-to-one versus group leadership in

3. consulting because it’s easy to conceptualize and
in virtually all types of organizations and levels of management in organizations. Northouse,
Leadership 8e. © SAGE Publications, 2019. 22 Path–Goal Theory Chapter 6 Northouse –
Path–
and Follower Character –
Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Path–Goal
–goal theory centers on how leaders
motivate followers t -
the leader’s style -the characteristics of the followers -the work setting Northouse –
Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Path–Goal
Theory (House –To enhance employee performance
Expectancy Theory): Followers will be motivated if they believe -they are capable of
performing their work -that their efforts will result in a certain outcome -that the payoffs
for doing their work are worthwhile Northouse – Leadership: Theory and Practice, Eighth
best
Northouse –
Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Conditions of
path to the goal clear
–
Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Northouse –
Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Northouse –
Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Leader
Behaviors Directive Leadership Leader who gives foll
– Leadership: Theory
and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Leader Behaviors Supportive
-being and human
Treating followers as equals and giving them respect for their status Northouse –
Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Leader
Behaviors Participative Leadership Leader who invites followers to share in the decision
into group/organizational decisions Northouse – Leadership: Theory and Practice, Eighth
Edition © 2019 SAGE Publishing, Inc. Leader Behaviors Achievement-Oriented Leadership
Leader who challenges followers to

4. challenging goals Northouse – Leadership: Theory and Practice, Eighth Edition © 2019
for psychological s
Leadership provides psychological structure, task clarity, and greater sense of certainty in
– Leadership: Theory and Practice,
Eighth Edition © 2019 SAGE Publishing, Inc. Follower Characteristics Desire for Control
and makes them an integral part of the decision-
–
Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Follower
Characteristics Perception of their own ability–
may become redundant, possibly excessively controlling. Northouse – Leadership: Theory
and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Task Characteristics Components
of followers Northouse – Leadership: Theory and Practice, Eighth Edition © 2019 SAGE
Unclear and ambiguous– –Leader
Weak formal authority–If
formal authority system is weak, the leader needs to assist followers by making rules and
–Leader needs to help build
cohesiveness and role responsibility Northouse – Leadership: Theory and Practice, Eighth
–
Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. How Does the
Path– –
Application Northouse – Leadership: Theory and Practice, Eighth Edition © 2019 SAGE
Publishing, Inc. How Does the Path–
Leaders must evaluate task and follower characteristics and adapt leadership style to these
style is most appropriate for specific characteristics Northouse
– Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Path–Goal
– –goal theory provides
complex but also pragmatic approach a set of assumptions about how different leadership
styles will interact with follower characteristics and the work situation to affect employee
ers
and their work Northouse – Leadership: Theory and Practice, Eighth Edition © 2019 SAGE

5. Publishing, Inc. Northouse – Leadership: Theory and Practice, Eighth Edition © 2019 SAGE
–goal theory is a useful
theoretical framework for understanding how various leadership behaviors affect the
–goal
theory attempts to integrate the motivation principles of expectancy theory into a theory of
–goal theory provides a practical model that underscores
and highlights the important ways leaders help followers. Northouse – Leadership: Theory
and Practice, Eighth Edition © 2019 SAGE Publishing,
meaning of the theory can be confusing because it is so complex and incorporates so many
research studies have demonstrated only partial support for path–
Theory assumes leaders possess the advanced communication skills necessary to interact
with followers in all given situations. Northouse – Leadership: Theory and Practice, Eighth
–goal theory
approach treats leadership as a one-way event in which the leader affects the follower.
Northouse – Leadership: Theory and Practice, Eighth Edition © 2019 SAGE Publishing, Inc.
improve one’s lea
at all organizational levels and for all types of tasks. Northouse – Leadership: Theory and
Practice, Eighth Edition © 2019 SAGE Publishing, Inc. Leader–Member Exchange Theory
How Does the LMX Approach Work? Northouse, Leadership 8e. © SAGE Publications,
–
the
–goal theory.
Northouse, Leadership 8e. © SAGE Publications, 2019. 4 Dimensions of Leadership LMX
theory makes the dyadic relationship between leaders and followers the focal point of the
leadership process Northouse, Leadership 8e. © SAGE Publications, 2019. 5 LMX Theory
–LMX theory first described by Dansereau, Graen,
–Theory has
undergone a number of revisions since its inception and continues to be of interest to
–LMX theory challenges the assumption that leaders treat
–Directed attention to the differences that
might exist between the leader and each of his/her followers Northouse, Leadership 8e. ©
led–Vertical Dyad
Leadership 8e. © SAGE Publications, 2019. 7 Early Studies Leader’s work unit as a whole

6. was viewed as a series of vertical dyads; leader forms unique relationship with each
Researchers found two general types of linkages (or relationships)–
Expanded/negotiated role responsibilities (extra-roles) = in-group • Relationships marked
by mutual trust, respect, liking, and reciprocal influence • Receive more information,
influence, confidence, and concern than out-group members
(defined-roles) = out-group • Relationships marked by formal communication based on job
-
group/out-group status based on how well follower works with the leader and how well the
responsibilities with the leader determines whether they become in-group or out-group
-group involves follower negotiations in performing
activities beyond the formal job description Northouse, Leadership 8e. © SAGE
Publications, 2019. 10 In-Group and Out-Group Followers F F F In-Group Out-Group Leader
F F F F F F F F F F F In-Group – more information, influence, confidence, and concern from
leader – more dependable, highly involved, and communicative than out-group Out-Group –
less compatible with leader – usually just come to work, do the job, and go home F Follower
Northouse, Leadership 8e. © SAGE Publications, 2019. 11 Later Studies (Graen & Uhl-Bien,
-groups and out-
groups; later research addressed how LMX theory was related to organizational
us on the quality of leader–member exchanges resulting in
Northouse, Leadership 8e. © SAGE Publications, 2019. 12 Later Studies (Graen & Uhl-Bien,
t high-quality leader–
frequency of promotions Greater organizational commitment More desirable work
assignments Better job attitudes More attention and support from the leader Greater
participation Faster career progress Northouse, Leadership 8e. © SAGE Publications, 2019.
performance, overall satisfaction, supervisor satisfaction, commitment, role conflict and
Northouse, Leadership 8e. © SAGE Publications, 2019. Ilies, Nahrang, and Morgeson (2007)
-analysis of 51 resear
citizenship behaviors (discretionary employee behaviors that go beyond the prescribed
relationships co-co
communication between leaders and followers leads to higher LMX Northouse, Leadership
8e. © SAGE Publications, 2019. 15 Leadership Making (Graen & Uhl-
prescriptive approach to leadership that emphasizes that a leader should develop
of leadership making which develop over time: (a) stranger phase (b) acquaintance phase
(c) mature partnership phase Northouse, Leadership 8e. © SAGE Publications, 2019. 16
Leadership Making (Graen & Uhl-Bien, 1995) Northouse, Leadership 8e. © SAGE

7. Publications, 2019. 17 Leadership Making (Graen & Uhl-Bien, 1995) Phase 1 Stranger
Interactions within the leader–follower dyad are generally rule bound Rely on contractual
relationships Relate to each other within prescribed organizational roles Experience lower
quality exchanges Motives of follower directed toward self-interest rather than good of the
group Northouse, Leadership 8e. © SAGE Publications, 2019. 18 Leadership Making (Graen
& Uhl-
followers
-building techniques such as
conflict management and shared tasks (Madlock & Booth-Butterfield, 2012) Northouse,
Leadership 8e. © SAGE Publications, 2019. 19 Leadership Making (Graen & Uhl-Bien, 1995)
-
in
-interest, more on goals of the group
Northouse, Leadership 8e. © SAGE Publications, 2019. 20 Leadership Making (Graen & Uhl-
-quality leader–member
rd each
oth
themselves and the organization Partnerships are transformational–moving beyond self-
interest to accomplish greater good of the team and organization Northouse, Leadership 8e.
of LMX
e dyadic
in-groups and out-
accomplished using in-groups versus out- erences in in-group versus
out-group behaviors Northouse, Leadership 8e. © SAGE Publications, 2019. 23 How Does
LMX Theory Work? Prescriptively: Best understood within the Leadership–Making Model
(Graen & Uhl-
nurture high-
differences, leader focuses on ways to build trust and respect with all followers, resulting in
entire work group becoming an in-group Northouse, Leadership 8e. © SAGE Publications,
organizations relate to one another and the leader.
research foundation on how the practice of LMX theory is related to positive organizational

8. Inadvertently supports the development of privileged groups in the workplace; appears
How are high-quality leader–
and levels of analysis, measurement of leader–member exchanges is being questioned.
their leadership from -groups
and out-
Can be used to explain how individuals create leadership networks at various levels
–volunteer,
business, education, and government settings Northouse, Leadership 8e. © SAGE
Publications, 2019. 27