LEADERSHIP THEORIES Trait Theories of Leadership Trait Research

LEADERSHIP THEORIES

Trait Theories of Leadership • Trait Research from 1904 TO 1947 Ø Research, encouraged by the need to identify potential military leaders, that sought to answer the question “What makes a leader? ” Ø Attempted unsuccessfully to identify a single trait or universal cluster of traits that would differentiate leaders from followers. Ø Found a number of positive correlations for individual traits.

Trait Theories of Leadership (cont’d) • Trait Research from 1948 to 1970 Ø Multivariate experiments and factor analysis became the basic research tools in the study of trait and leadership consequences. Ø Leadership was now considered to to be based on complex groupings of traits and social interactions, rather than on a single trait or a small cluster of traits Ø More research was now being conducted inside work organizations.

Selective Leadership Attributes According to Stogdill’s 1948 and 1974 Survey Source: Based on Stogdill, R. M. (1974). Handbook of Leadership: A Survey of Theory and Research. New York: Free Press. Table 6. 1

Traits Associated with Effective Leadership • High energy levels • Strong internal locus of control • Self-confidence • Emotional maturity • Integrity • Need for power • Moderately high achievement orientation • Moderately low need for social affiliation

Applying the Trait Approach • Assessment centers put potential leaders through a series of standardized individual and group exercises to evaluate specific personal traits and skills associated with leadership. Ø Accuracy in the prediction of management advancement (leadership potential) is increased when the person has a job situation favorable to individual development.

Evaluating The Trait Approach • Weaknesses of the Trait Perspective Ø Trait research neglects the contexts (situations) within which leaders and followers find themselves. Ø The trait approach does not recognize the importance and influence of followers in the leadership process. Ø Most research on leadership traits is culturally determined in that traits considered desirable in effective leaders in one culture may not be desirable in another culture.

Early Behavior Theories of Leadership • Behavioral Leadership Theory Ø Emphasizes leaders’ behaviors (i. e. , what leaders do) in considering leadership as an activity. Ø Examines the managerial or leadership style of the leader’s behavior towards followers. v Task-oriented behaviors focus on meeting targets and accomplishing goals. v Relationship-oriented behaviors are actions taken to establish, maintain, and direct relationships with followers.

Research Studies on Leadership • Boys’ Club Studies (1939) Ø Autocratic leaders are most effective overall in getting out production. Ø Democratic leaders are best at creating job satisfaction and fostering higher unsupervised employee output. Ø Laissez-faire leaders are least effective on both accounts.

Research Studies on Leadership • University of Michigan Studies Ø Focused on the effect of the leader’s behavior or style on the performance of followers. v Production-oriented leaders emphasize the production and technical aspects of work. v Employee-oriented leaders focus on employees and have a strong human relations approach to dealing with employees. Ø Managers have persistent styles that are not easily changed.

Research Studies on Leadership (cont’d) • Ohio State Studies Ø Used the Leader Behavior Description Questionnaire (LBDQ) to investigate how leaders behaved when in charge of a work group or a work organization. Ø Identified two independent dimensions of leader behavior: v Initiating structure: defining and organizing work relationships and roles; setting clear patterns of communication and ways of completing tasks. v Consideration: Nurturing working relationships and encouraging mutual trust and respect between leader and followers.

Research Studies on Leadership (cont’d) • Four General Leadership Styles (Likert) Ø Exploitative-authoritative Ø Benevolent-authoritative Ø Consultative Ø Participative v The key dimension of leadership behaviors differentiating these styles is the amount of empowerment or participation the leader allows followers in the decision-making process.

Four-Quadrant Model for Categorizing Leadership Styles Source: Based on Stogdill, R. M. , and Coons, A. E. (eds. ). (1957). Leader Behavior: Its Description and Measurement, Research Monograph No. 88. Columbus, OH: Bureau of Business Research, The Ohio State University. Figure 6. 1

Research Studies on Leadership (cont’d) • The Leadership Grid® (Blake and Mouton) Ø The main concerns of leaders are: v Concern for production. v Concern for people. Ø Contain five major leadership styles: v The authority-compliance leader (9, 1) v The team leader (9, 9) v The country club leader (1, 9) v The impoverished leader (1, 1) v The middle-of-the-road leader (5, 5)

The Leadership Grid® Figure 6. 2 Source: Blake, R. R. , and Mc. Canse, A. A. (1991). Leadership Dilemmas—Grid Solutions. Houston: Gulf Publishing Company, p. 29. Copyright © 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

Evaluating the Behavior Approach • Criticisms of the Behavior Approach Ø The behavior approach, like the trait approach, has been unable to identify a universal style of leadership that is effective in the vast majority of situations. Ø The behavior approach suggesting the most universally effective leadership style is the high-high style—that is, high production and high peopleoriented behavior. Ø Behavior theories do not adequately demonstrate how leaders’ behaviors are associated with performance outcomes in a complex reality.