04/11/2014

Session 9-10

Trait Theories of Leadership

Who Leaders are
Personality, social, physical, or intellectual traits:
Differentiate leaders from non-leaders

Behavioral Theories of Leadership

What Leaders do
Specific behaviors differentiate leaders from nonleaders

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Low Production
High People

Low

Consideration

High

High Production
High People

High

Initiating Structure
Low Production
Low People

High Production
Low People

University of
Michigan Studies

Ohio State Studies

Low

Blake & Mouton Managerial Grid

Concern for People

Country Club

Team Management

Middle-of the Road

Impoverished

Task Management

Concern for Production

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Leadership is inherent,
so one must identify the
leader based on his or
her traits

Leadership is a skill set and

can be taught to anyone, so
we must identify the proper
behaviors to teach potential
leaders

Is it better to be liked or ?

Natural
Desire to
be Liked

PERSONALITY
FACTORS

Role Demand to
Perform

SITUATIONAL
FACTORS

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PERSONALITY
FACTORS

SITUATIONAL
FACTORS

Societal norms

Basic Assumptions about

Human Nature

Organizational

Personal theories of
Motivation
Values
Identity
Character

culture
Task demands
How we Lead

Contingency Theories

Communicate expectations

Subordinate needs

Effectiveness
Ineffectiveness

Task-Oriented Leadership

Encourage uniform procedures

Assign tasks to people
Schedule work to be done
Decide what and how
Friendly, approachable
Concern about personal welfare
Does small things to show concern
Consults members
Explains his/ her actions
People-Oriented Leadership

Tries to understand others

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Situation Leadership Theory

People Orientation

High

Low

(LT HP)

(HT HP)

(LT LP)

(HT LP)

Low

Task Orientation

High

It is often not
The actual behavior of the leader
but
The appropriateness of the behavior in a given situation

Effectiveness/ Ineffectiveness

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Maturity of Followers

Problem solvers

Initiative takers

Hard workers

People Orientation

High

Low

High

Low

Problem solvers

Problem finders

Initiative takers

Lack initiative

Hard workers

Unwilling to work long

High standards

Complacent with
mediocrity

Work in bosss absence

Work when directed

Eager to take new

responsibilities

Seldom volunteer,
overly complaint

Trained and Experienced

Poorly equipped

Shared Ideas and

facilitate in making
decisions

Explain the decisions and

provide opportunity for
clarification

Participating

Selling

Turn over authority for

decisions and
implementation

Provide Specific
instructions and closely
supervise performance

Delegating

Telling

Low
High

Task Orientation
Maturity of Follower (s)

High
Low

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Delegation - Dumping

Hold on Authority
Give up Responsibility

Maturity = Willingness X Skill

?
Low Skill/ High
Willingness

High Skill/ High

Willingness

?
?

Willingness

Low Skill/ Low

Willingness

High Skill/ Low

Willingness

Skill

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Stressful conditions generally narrows the available options or

responses
The midst of a crisis is not the time to assign blame or deflect
responsibility

The focus of your actions and public comments should deal with
correcting the problem

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Take Control of the Situation

Consistent voice and message
Only one voice (either of the chief executive or a designated
spokesperson)
Spokesperson should fully understand the problem before trying
to explain it

Stick to the facts, do not speculate

Do not speak off the record and never trust the media
In crisis communication every word counts, every nuance
matters
Never ever refer to victims as bodies

Supply accurate, pertinent, topical facts in a timely fashion

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Incredible opportunity to be one step ahead of criticism by

acknowledging that you are aware of the problem and actively
addressing it

Big three questions

1.
2.
3.

What do we know
When did we know it
What are we doing about it

Inform your employees

10

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Fiedlers Contingency Model

To maximize work group performance, leadership
style must match with the situation
Leader-Member Relations
Refers to how well followers respect, trust, and like their
leaders
Task Structure
The degree to which subordinates tasks are clearly specified

Position Power
The degree to which leaders are able to hire, fire, reward and
punish workers

L-M Relations

Good

Good

Good

Good

Poor

Poor

Poor

Poor

Task Structure

High

High

Low

Low

High

High

Low

Low

Position Power

Strong

Weak

Strong

Weak

Strong

Weak

Strong Weak

Situational Favorableness
The degree to which a particular situation permits a leader the
chance to influence the behavior of group members

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Team Performance

Good
L-M Relations

Good

Good

Task Structure

High

High

Position Power

Strong

Weak

Situation

Favorable

Poor
Control Situation

Team Performance

Task oriented leaders are most comfortable in high control

situations
Makes best use of resources
People oriented leaders feel bored, feel there is nothing to do

Good
L-M Relations

Good

Good

Good

Good

Poor

Poor

Poor

Poor

Task Structure

High

High

Low

Low

High

High

Low

Low

Position Power

Strong

Weak

Strong

Weak

Strong

Weak

Strong Weak

Poor
Lack of Cohesiveness or TS

People oriented leaders are well matched to this situation

Can build cohesiveness
Can help define & clarify the task
Task oriented leaders are threatened by lack of group
support & ambiguity

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Team Performance

04/11/2014

Good
L-M Relations

Good

Good

Good

Good

Poor

Poor

Poor

Poor

Task Structure

High

High

Low

Low

High

High

Low

Low

Position Power

Strong

Weak

Strong

Weak

Strong

Weak

Strong Weak

Poor
Chaotic & Crisis

Task oriented leaders take over

Make autocratic decisions
People oriented leaders
This is their worst nightmare
Often withdraw, leaving groups to fend for
themselves

Environment
L-M Relationship
Task Structure
Formal Authority

Leadership
Style

Goal
Achievement

Subordinate
Skill
Willingness

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Thank you

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