I. Slide 17 -3

II. Pioneering Leadership Studies.

A. Iowa

1. Showed that different leadership styles got different reactions from the same group.

2. Authoritarian and laissez-faire style produced aggression.

3. Democratic style was preferred and produced less aggression.

B. Ohio State

1. Created a measurement tool to analyze leadership LBDQ

2. Demonstrated that both the scientific and human dimensions were important to leadership.

C. Michigan

1. Supervisors of high producing groups tend to be employee-centered and general supervisory style.

2. Supervisors of lower producing groups tend to be task-centered and close supervisory style.

III. Theoretical bases for leadership.

A. Trait theories

1. Leaders possess specific traits that make them leaders.

2. No strong evidence to demonstrate this.  Only conclusion is that leaders are bigger and smarter.

3. Accepted leadership competencies are”

a. Drive

b. Leadership motivation

c. Integrity

d. Self-confidence.

e. Business knowledge.

f. Emotional intelligence.

B. Group and Exchange theories.

1. there must be a quid pro quo exchange of reward and cost between leader and followers for effectiveness.

2. Followers can influence leaders as much as leaders do followers.

C. 17 -6 Contingency theories.

1. Fiedler contends that situational context dictates effectiveness of different leadership styles.

2. His more recent theory CRT “Cognitive Resource Theory relates the leader’s intelligence, experience and technical skill to group performance.

D. 17 – 7 Path-goal theories.

1. Four different styles of leadership can be used by the same leader in response to different situations.

a. Directive

b. Supportive

c. Participatory

d. Achievement oriented.

2. This leads to role clarity and improved performance.  This is done by:

a. Recognizing subordinates needs for outcomes.

b. Increasing subordinate’s payoffs for goal-attainment.

c. Make path to goal attainment easier by coaching and directing.

d. Helping subordinates clarify expectations.

e. Increase opportunities for satisfaction based upon effective performance.

IV. Emerging theories of processes of leadership.

A. Charismatic leadership

1. Robert House suggests they are self-confident and have confidence in subordinate’s abilities.

2. Produce extraordinary performance and commitment by subordinates.

3. Conger and Kamungo believe that charismatic leadership works best during crisis and when subordinates are not satisfied with the status quo.

4. Some charismatic leaders use their power in unethical self-promoting ways. 17-8

B. Transformational leadership.

1. Leaders who affect the values, beliefs and needs of their followers.

2. Provide individualized attention, inspiration and intellectual stimulation to followers.

3. Tichy and Devanna identified the following characteristics of effective transformational leaders.

a. Identify themselves as change agents.

b. They are courageous.

c. Te are value-driven

d. They believe in people.

e. They are life-long learners.

f. They have the ability to deal with complexity, and uncertainty.

g. They are visionaries.

C. 17-9  Social cognitive approach

1. Systems model of continuous interaction between leader, environment and situational variable.

2. Followers are actively involved in leadership process.

3. They concentrate on their own, and others, behaviors, the environmental contingencies and their mediating cognitions.

D. Leadership substitution.

1. Substitutes for leadership neutralize a leader’s behaviors.

2. The substitutes may be

a. Subordinate’s experience ability and training.

b. Structured, satisfying tasks with formal feedback.

V. Leadership across cultures.

A. Factors that affect leadership effectiveness across cultures.

1. Personal values of leader and followers.

2. Background of manager.

3. Interpersonal skills.