1 Traits, Behaviors, and Relationships. 2 Ex. 2.1 Personal Characteristics of Leaders Personal Characteristics Energy Physical stamina Intelligence and.

11

Traits, Traits, Behaviors, and Behaviors, and RelationshipsRelationships

22

Ex. 2.1Ex. 2.1 Personal Characteristics of Personal Characteristics of LeadersLeaders

Personal Characteristics• Energy• Physical staminaIntelligence and Ability• Intelligence, cognitive ability• Knowledge• Judgment, decisivenessPersonality• Self-confidence• Honesty and integrity• Enthusiasm• Desire to lead• Independence

Social Characteristics• Sociability, interpersonal skills• Cooperativeness• Ability to enlist cooperation• Tact, diplomacyWork-Related Characteristics• Drive, desire to excel• Responsibility in pursuit of

goals• Persistence against obstacles,

tenacitySocial background• Education• Mobility

33

The Trait ApproachThe Trait Approach

Traits: the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance

Great Man Approach: a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders

44

The Trait ApproachThe Trait Approach

Traits: the distinguishing personal characteristics of a leader, such as

intelligence honestyself-confidenceneed for achievement appearance,

decisiveness, initiative.

55

Behavior ApproachesBehavior Approaches

Autocratic: a leader who tends to centralize authority and derive power from position, control of rewards, and coercion

Democratic: a leader who delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence

66

Ex. 2.2Ex. 2.2 Leadership Continuum Leadership Continuum

Boss-Centered

Leadership

Subordinate-Centered

Leadership

Use of authority by manager

Area of freedom for subordinates

Manager makes

decisions and

announces it

Manager “sells”

decision

Manager presents

ideas and invites

questions

Manager

presents tentative

decision subject

to change

Manager

presents

problems,

gets sugg.

makes

changes

Manager

permits

subordinates

to function

within limits

defined by

superior

Manager

defines limits,

asks group

do make

decision

77

Ohio State StudiesOhio State Studies

Consideration: the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust

Initiating Structure: the extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement

88

University of Michigan StudiesUniversity of Michigan Studies

Employee-centered: a leadership behavior that displays a focus on the human needs of subordinates

Job-centered: leadership behavior in which leaders direct activities toward efficiency, cost cutting, and scheduling, with an emphasis on goals and work facilitation

99

Ex. 2.3Ex. 2.3 The Leadership Grid The Leadership Grid®® FigureFigure

1,9

Country Club Management

9,9

Team Management

5,5

Middle-of-the-Road

Management

Impoverished Management

1,1

Authority-Compliance

Management

9,1Low

Low Concern for Results High

High

Con

cern

for

Peo

ple

1010

Ex. 2.4Ex. 2.4 Themes of Leader Behavior Themes of Leader Behavior ResearchResearch

People-Oriented Task-Oriented

Ohio State University Consideration Initiating Structure

University of Michigan Employee-Centered Job-Centered

University of Texas Concern for People Concern for Production

1111

Ex. 2.5Ex. 2.5 Stages of Development of Stages of Development of Individualized LeadershipIndividualized Leadership

1. Vertical Dyad Linkage

Leaders’ behaviors and traits have different

impacts across followers, creating in-groups and

out-groups

2. Leader-Member Exchange

Leadership is individualized for each subordinate.

Each dyad involves a unique exchange

independent of other dyads.

3. Partnership Building

Leaders can reach out to create a positive

exchange with every subordinate. Doing so

increases performance.

4. Systems and Networks

Leader dyads can be created in all directions

across levels and boundaries to build networks

that enhance performance.

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Leader Behavior TowardLeader Behavior Toward In-In-Group versus Out-Group MembersGroup versus Out-Group Members

In-group

• Discusses objectives; gives employee freedom to use his or her own approach in solving problems and reaching goals

• Listens to employee’s suggestions and ideas about how work is done

• Treats mistakes as learning opportunities

Out-Group

• Gives employee specific directives for how to accomplish tasks and attain goals

• Shows little interest in employee’s comments and suggestions

• Criticizes or punishes mistakes

1313

Ex. 2.6Ex. 2.6 (contd.)(contd.) In-Group

• Gives employee interesting assignments; may allow employee to choose assignment

• Sometimes defers to subordinate’s opinion

• Praises accomplishments

Out-Group

• Assigns primarily routine jobs and monitors employee closely

• Usually imposes own views

• Focuses on areas of poor performance

1414

Leader-Member Exchange (LMX)Leader-Member Exchange (LMX)

An individualized leadership model that

explores how leader-member relationships

develop over time and how the quality of

exchange relationships impacts outcomes

Leader Member Exchange

1616

FFIn-GroupIn-Group

FFFFFF

FF

FF

Out-groupOut-group

FF

FF

FF

FF

FF

FF

FF

Leader-Member Exchange Model

In groups

•Followers go far beyond their formal job description, and the leader in turn does more for these followers. •Members receive reciprocal attention, more information and concerns from the leader

•small number of trusted followers with whom the leader usually establishes a special higher quality exchange relationship.

•Treats mistakes as learning opportunities.

Leader Member Exchange

1818

Out group

•Followers are not interested in taking on new and different job responsibilities.

•Communication with leader is formal.

•Criticizes or punishes mistakes

Leader Member Exchange

1919

PARTNERSHIP BUILDINGPARTNERSHIP BUILDING

Build positive Relationships with allUse Open Communications

2020

SummarySummary*Leadership – as an influence relationship among leaders *Leadership – as an influence relationship among leaders

and followers who intend “Real Change” and outcomes that and followers who intend “Real Change” and outcomes that reflect their shared purpose.reflect their shared purpose.

*They take personal responsibility to make things happen*They take personal responsibility to make things happen

*Concepts of Leadership have evolved overtime*Concepts of Leadership have evolved overtime

*The biggest challenge facing leaders today is the changing *The biggest challenge facing leaders today is the changing world that wants a new Paradigm of leadership!world that wants a new Paradigm of leadership!

*New reality involves the shift from stability to change and *New reality involves the shift from stability to change and crisis management from control to empowerment and from crisis management from control to empowerment and from competition to collaboration, from uniformity to diversity.competition to collaboration, from uniformity to diversity.