Theories of Leadership Trait PersonalBehavioral Situational Transformational Trait

Theories of Leadership • • Trait Personal-Behavioral Situational Transformational

Trait Theories Traits are distinctive characteristics that distinguish leaders from non-leaders. • Early trait theories identified: – Physical characteristics (height, appearance) – Personality characteristics (extrovert) – Skills and abilities (intelligence) – Social factors (interpersonal skills)

Recent Results on Traits After being rejected as a basis for identifying leaders, trait theories have had a revival. • Some studies have identified these traits: – – – Drive Motivation Integrity Self-confidence Intelligence Knowledge • An AT&T study found these characteristics in managers who advanced: – oral communication skills – human relations skills – need or motive for advancement – resistance to stress – tolerance of uncertainty – energy – creativity

Personal-Behavioral Theories • University of Iowa (Kurt Lewin) – Leadership styles • autocratic • democratic • laissez-faire – Measured quantity and quality of work and group satisfaction • Boys’ Club test – laissez-faire underperformed – autocratic and democratic • same quantity of work • democratic - higher quality of work and group satisfaction Later tests disputed the differences found between autocratic and democratic

Personal-Behavioral Theories • Tannenbaum and Schmidt – Continuum of leadership behaviors • from boss-centered to subordinate-centered – Leaders need to consider: • Their personal abilities and style • Their subordinates’ preferences and tolerances • The nature of the situation Appropriate leadership behavior is neither autocratic nor democratic, but can be somewhere in-between.

Personal-Behavioral Theories • University of Michigan (Rensis Likert) - Job-centered vs. employee-centered • Job-centered – structure the jobs of subordinates – closely supervise – use incentives to spur production – determine standard rates of production • Employee-centered – build effective work groups dedicated to high performance goals – focus on the human aspects of subordinates – specify and communicate objectives, but give considerable freedom in the means for their achievement Employee-centered is better.

Personal-Behavioral Theories • Ohio State Studies - two-dimensional model • Initiating structure – structured their roles and the roles of subordinates toward achieving goals – actively involved in planning work activities, communicating pertinent information, and scheduling work • Consideration – work atmosphere of mutual trust – respect for subordinates’ ideas – consideration of subordinates’ feelings – good two-way communication Consideration produced higher employee satisfaction.

Personal-Behavioral Theories • Blake and Mouton - Managerial Grid® – Concern for Production vs. Concern for People • Better to be high on both dimensions • Other studies suggest that high on both dimensions is not always best – Flexibility is necessary, depending on situation

Situational Theories • Fiedler’s Contingency Model – Leader style is either task-oriented or relationship-oriented – Style depends on three situational factors • leader-member relations • task structure • position power

Situational Theories Vroom/Yetton/Jago Leadership-Style Theory (called Normative Leadership Model in text) • Leader style is either autocratic, consultative, or group • Style depends on eight situational factors • • quality requirement commitment requirement leader’s information problem structure • • commitment probability goal congruence subordinate conflict subordinate information

Situational Theories Hersey and Blanchard - Situational Leadership Theory • Leader style depends on the readiness of followers as defined by their: – Ability – Willingness • Style takes the form of four leader behaviors – – Telling Selling Participating Delegating

Situational Theories Path-goal Theory • Leader style is either directive, supportive, participative, or achievement-oriented • Style depends on two types of situational factors • Subordinate characteristics – personality traits – skills, abilities, and needs • Context characteristics – the task itself – the work group – the organization’s authority structure

Transformational Leadership • Three leader factors are important: – charisma – individualized consideration • delegating • paying attention to followers’ needs • treating followers with respect – intellectual stimulation • offering new ideas to stimulate followers • encouraging followers to think and act creatively