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| Objective [1] Review trait theory research, and discuss the idea of one best style of leadership, using the Ohio State studies and the Leadership Grid® as points of reference. Historical leadership research did not support the notion that effective leaders possessed unique traits from followers. However, teams of researchers reanalyzed this historical data with modern-day statistical procedures. Results revealed that individuals tend to be perceived as leaders when they possess one or more of the following traits: intelligence, dominance, and masculinity. Research also showed that the personality traits of extraversion, conscientiousness, and openness to experience were positively correlated with leadership effectiveness. Intelligence also was modestly related to leadership effectiveness. Research further examined the relationship between gender and leadership. Results demonstrated that (a) leadership styles varied by gender, (b) men and women were equally assertive, and (c) women scored higher than their male counterparts on a variety of effectiveness criteria. The Ohio State studies revealed that there were two key independent dimensions of leadership behavior: consideration and initiating structure. Authors of the Leadership Grid® proposed that leaders should adopt a style that demonstrates high concern for production and people. Research did not support the premise that there is one best style of leadership. Objective [2] Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control. Fiedler believes leader effectiveness depends on an appropriate match between leadership style and situational control. Leaders are either task motivated or relationship motivated. Situation control is composed of leader–member relations, task structure, and position power. Task-motivated leaders are effective under situations of both high and low control. Relationship-motivated leaders are more effective when they have moderate situational control. Objective [3] Discuss House’s revised path–goal theory and Hersey and Blanchard’s situational leadership theory. There are three key changes in the revised path–goal theory. Leaders now are viewed as exhibiting eight categories of leader behavior (see Table 14–1) instead of four. In turn, the effectiveness of these styles depends on various employee characteristics and environmental factors. Second, leaders are expected to spend more effort fostering intrinsic motivation through empowerment. Third, leadership is not limited to people in managerial roles. Rather, leadership is shared among all employees within an organization. According to situational leadership theory (SLT), effective leader behavior depends on the readiness level of a leader’s followers. As follower readiness increases, leaders are advised to gradually move from a telling to a selling to a participating and, finally, to a delegating style. Research does not support SLT. Objective [4] Describe the difference between transactional and transformational leadership and discuss how transformational leadership transforms followers and work groups. There is an important difference between transactional and transformational leadership. Transactional leaders focus on clarifying employees’ role and task requirements and provide followers with positive and negative rewards contingent on performance. Transformational leaders motivate employees to pursue organizational goals over their own self-interests. Both forms of leadership are important for organizational success. Individual characteristics and organizational culture are key precursors of transformational leadership, which is comprised of four sets of leader behavior. These leader behaviors, in turn, positively affect followers’ and work groups’ goals, values, beliefs, aspirations, and motivation. These positive effects are then associated with a host of preferred outcomes. Objective [5] Explain the leader–member exchange (LMX) model of leadership and the concept of shared leadership. The LMX model revolves around the development of dyadic relationships between managers and their direct reports. These leader–member exchanges qualify as either in-group or out-group relationships. Research supports this model of leadership. Shared leadership involves a simultaneous, ongoing, mutual influence process in which individuals share responsibility for leading regardless of formal roles and titles. This type of leadership is most likely to be needed when people work in teams, when people are involved in complex projects, and when people are doing knowledge work. Objective [6] Review the principles of servant-leadership and discuss Level 5 leadership. Servant-leadership is more a philosophy than a testable theory. It is based on the premise that great leaders act as servants, putting the needs of others, including employees, customers, and community, as their first priority. Level 5 leadership represents a hierarchy of leadership capabilities that are needed to lead companies in transforming from good to great. |