Leadership: BUSA 220 Professor Wallace

Leadership
BUSA 220
Professor Wallace
Krietner/Kinicki, 2009
Definitions
“Leadership is the inspiration and mobilization of others
to undertake collective action in pursuit of the common
good.”
Crosby & Bryson, 2005
“Leaders’ influence will turn on their own qualities of

character, expertise, prestige, intelligence, charm and
credibility, but these will have little impact unless they
engage the relevant needs and motivations of the persons
being influenced.
James McGregor Burns, 1978
Studying Leadership
• Trait approaches
• Behavioral approaches
• Contingency approaches
• Transformational
Approaches
• Emerging Approaches
Not the Same Thing!
Leadership Management
• Influencing and • Stewardship and
changing behavior. accountability
• Inspiring a vision • Executing plans
• Manage people • Managing resources
• Understanding power & • Planning, controlling
influence • Putting customers first
• Putting people first! • Acting responsibly
• Acting decisively
Leadership vs. Management
Intersection of High Performance
Leaders Managers
• Inspire & Motivate • Are Accountable
• Manage People • Execute
• Are Decisive • Manage Resources
• Create a Vision • Plan, organize, direct,
control
Leaders who also manage,

or
Managers who also lead
Leadership Traits
• “Great Man” approach
– Attempt to identify relatively
stable, enduring dispositional
attributes that leaders possess
• Implicit Leadership Theory

– Beliefs about how leaders should
behave and should do for their
followers
• Emotional Intelligence
– Ability to manage oneself and one’s
relationships in mature and
constructive ways.
Key Positive Leadership Traits
• Intelligence
• Self-confidence
• Determination
• Honesty/Integrity
• Sociability
• Extroversion
• Conscientiousness
• Problem solving skills
Traits That Aren’t Leadership
• Incompetent
• Rigid
• Intemperate
• Callous
• Corrupt
• Insular
• Evil
• Self Centered
Trait Practical Implications
• Personal
– Predispositions: Personality tests and other trait
assessments will reveal predispositions (Remember
your Big 5?)
– Development Plans: However, targeted plans aimed at
adapting and learning new behaviors can be effective
ways to develop leadership talent
• Organizational
– Use valid measures of job-related traits to select
employees
– Create management development programs
Ohio State Behavioral Studies
Low Consideration High Consideration

Behavior Behavior
Low Initiating High Initiating

Structure Behavior Structure Behavior
Ohio State – 4 Leadership Styles
Showing Consideration
High Emphasizes reaching the

Seeks input from
goal while welcoming
others before taking suggestions and
action; gets consensus encouraging consensus
Passive, Takes charge,

noncommittal, low structures employees
impact on followers tasks
Low
Low High
Initiating Structure
What Do You Think?
Natalia tends to ensure her team is on board with any
decision she makes. The productivity of her team is
below the level of other teams in her business unit.
Based on the Ohio State leadership studies Natalia is
probably:
a. High on consideration, high on initiating structure
b. High on consideration, low on initiating structure
c. Low on consideration, low on initiating structure
d. Low on consideration, high on initiating structure
Peter F. Drucker (1909-2005)
• The only thing we know about
the future is that it will be
different.
• One cannot manage change.
One can only be ahead of it.
• Management by objective works
if you know the objectives.
Ninety percent of the time you
don't.
• The purpose of an organization
is to enable common men to do
uncommon things.
Peter Drucker’s Leadership List
1. Determine what needs to be done.
2. Determine the right thing to do for the welfare of the
entire enterprise
3. Develop action plans
4. Take responsibility for decisions.
5. Take responsibility for communicating action plans
6. Focus on opportunities rather than problems.
7. Run productive meetings
8. Think and say “we” rather than “I”.
9. Listen first, speak last.
Behavioral Theory Key Points
• Challenged assumption that leaders are
born, not made
• Defined “leadership” in actual behaviors
• There is no one best style of leadership –
depends on the situation
• An “effective” leader behavior can be misused
and have negative consequences for employees
Fiedler’s Contingency Theory
• Effective traits and behaviors
depend on the situation.
– Premise: There must be a match
between the leader’s style and the
demands of the situation for the
leader to be effective.
– Assumption: Leadership style
does not change. If a mismatch
occurs between style and the
situation, change the situation.
Graphic Source: Wordpress

Fiedler’s 3 Variables
1. Leader-Member
Relationship
2. Task Structure
3. Position Power
What’s Your Experience?
Have you been in a situation where, as a
leader, one of these situational factors were
not in your favor?
• If Yes, was it more practical to

_________ in response to the situation
a. change the situation
b. change your behaviors
• Do you agree that leaders have one
dominant style?
Fiedler’s Contingency Model
Low
Situational Moderate Control
High Control Situations Control
Control Situations
Situations
Leader-
member Good Good Good Good Poor Poor Poor Poor
relations
Task
High High Low Low High High Low Low
Structure
Position
Strong Weak Strong Weak Strong Weak Strong Weak
Power
Situation I II III IV V VI VII VIII

Optimal Task-motivated Relationship- Task-
Leadership Leadership Motivated Motivated
Style Leadership Leadership
Fiedler: Key Points
• Leadership effectiveness is comprised of:
– Traits,
– Behaviors, and
– Situational factors
• Organization implications
– Give some consideration to the situational context when
placing people in leadership roles
– Poor leadership in one context may not mean poor
leadership in a different situation
– Organization’s should provide training/mentoring to
increase leaders’ adaptability
House’s Revised Path-Goal Theory
Employee
Leader Behaviors
Behaviors Characteristics
Leader Leadership
 Path-goal  Locus of control Effectiveness
clarifying  Task ability  Employee
 Achievement  Need for motivation
oriented achievement  Employee
 Work facilitation  Experience satisfaction
 Supportive  Need for clarity  Employee
 Interaction performance
facilitation  Leader acceptance
 Group oriented-  Work-unit
decision making performance
 Representation and Environmental
Factors
networking
 Value based  Task structure
 Work group
dynamics
The Full Range of Leadership
Transformational/Servant
Transactional
(Contingent
Reward)
Management
By Exception
(Passive/
Laissez Aggressive)
Faire
(Avolio 1999; Bass & Riggio, 2006)
The Full Range of Leadership
Leader’s Self Knowledge
Directly impacts
followers:
• Job satisfaction
• Engagement
• Autonomy
• Adaptability
• Cohesiveness
• Collaboration
Transactional vs. Transformational
• Transactional • Transformational
Leadership focuses on Leadership transforms
clarifying employees’ employees to pursue
roles and providing organizational goals
rewards contingent on over self-interest
performance • Appeals to followers’
• Appeals to what values, beliefs, self-
followers want concept
(rewards)
Transformational Leadership
Ind. & Org. Leader Effects on Outcomes
Characteristics behavior followers and
work groups  Personal
Traits  Inspirational
commitment to
motivation  Increased
Life leader and vision
 Idealized identification with
Experiences
the leader  Self-sacrificial
Attributes behavior
Organizational  Increased intrinsic
Culture  Idealized motivation, achie  Organizational
Behavior vement commitment
 Individualized orientation, and
consideration goal pursuit
 Intellectual  Increased
stimulation cohesion among
workgroup
members
Krietner/Kinicki, 2009 (Avolio 1999; Bass & Riggio, 2006)
Idealized Influence
• Admiration, trust & respect

• “Modeling the way”
• Joint risk & empowerment
• Vision, passion & integrity
• Moral standards
(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Bennis, 2009;
Northouse, 2007; Senge, et al., 1994).
Inspirational Motivation
• Emotional
Symbolism
• Sharing Vision
• Engagement
• Charismatic
• Followers feel
valued
(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Barbuto, 2005;
Goleman, 1995, 2002; Northouse, 2007; Senge, et al., 1994).
Individualized Consideration
Transformational leadership
practices build psychological
capital with followers which
enhances their internal
motivation and organizational
learning culture.
(Gooty, Gavin, Johnson, Frazier and Snow, 2009)

Intellectual Stimulation
• Organizational
learning culture
• Commitment to
increased
complexity
• Increased
individual skill
mastery
• Increased OCB
(Joo & Lim, 2009; Gerhardt & Lulzadis, 2009;

Gerhardt, Ashenbaum & Newman, 2009).
Organizational Citizenship Behavior
• Rules
• Collaboration
• Governance
• Good Sports
• Altruistic
• Group and the
Organization
over self-
interests
Krietner/Kinicki, 2009 (VanYperen, Vandenberg, & Willering, 1999; Krishnan & Arora, 2008).
Organization Citizenship Behavior
• TL + OCB = higher follower

performance
• Healthy debate (adaptive
conflict) is required
• Leaders behavior is key
• Leaders’ OCB and followers’
OCB are not always equal or
directly related.
(Boerner, Eisenbeiss & Gresser, 2007; Heifetz, 1994; Krishnan & Arora, 2008)
LMX: Leader-Member Exchange
Assumption: Leaders do not treat all employees
in the same way – it is based on their one-on-one
relationship.
– In-group exchange: a partnership
characterized by mutual trust, respect and
liking
– Out-group exchange: a partnership
characterized by a lack of mutual trust, respect
and liking
Shared Leadership
… a dynamic interactive
influence process among
individuals in groups for
which the objective is to
lead one another to the
achievement of group or
organizational goals or
both.
Robert Greenleaf: Servant Leadership
“The servant-leader is servant first… It begins with
the natural feeling that one wants to serve, to serve
first. Then conscious choice brings one to aspire to
lead. That person is sharply different from one who
is leader first, perhaps because of the need to
assuage an unusual power drive or to acquire
material possessions…The leader-first and the
servant-first are two extreme types. Between them
there are shadings and blends that are part of the
infinite variety of human nature."
Robert Greenleaf: Servant Leadership
"The difference manifests itself in the care taken by
the servant-first to make sure that other people’s
highest priority needs are being served. The best
test, and difficult to administer, is: Do those served
grow as persons? Do they, while being
served, become healthier, wiser, freer, more
autonomous, more likely themselves to become
servants? And, what is the effect on the least
privileged in society? Will they benefit or at least
not be further deprived?"
What Do You Think
Which of the following is true?
a. A leader is responsible for the quality of the relationships
with his/her subordinates.
b. Followers who protect their leaders from bad news are
appreciated.
c. Followers should focus on doing a good job and not try to
learn about their manager’s style, strengths or weaknesses.
d. Followers should build on mutual strengths and adjust to
accommodate the leader’s style, goals, expectations and
weaknesses.

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Leadership

“Leaders’ influence will turn on their own qualities of

Leaders who also manage,

• Implicit Leadership Theory

Low Consideration High Consideration

Low Initiating High Initiating

High Emphasizes reaching the

Passive, Takes charge,

Graphic Source: Wordpress

• If Yes, was it more practical to

Situation I II III IV V VI VII VIII

• Admiration, trust & respect

(Gooty, Gavin, Johnson, Frazier and Snow, 2009)

(Joo & Lim, 2009; Gerhardt & Lulzadis, 2009;

• TL + OCB = higher follower

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