Theories of Leadership and DISC Case Assignment

Theories of Leadership and DISC Case Assignment

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Description/Paper Instructions

Theories of Leadership and DISC Case Assignment

DISC Assessment

Leadership

Personality

Objectives

Theories of Leadership

Compare and contrast leadership theories.

Evaluate the strengths and weaknesses of established leadership styles.

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Leadership is:

Are leader’s born or made?

Leader traits – the trait approach is the oldest leadership perspective and was dominant for several decades. The perspective is that some personality characteristics – many of which a person need not be born with but can strive to acquire distinguish effective leaders from other people.

 

Drive, which refers to a set of characteristics that reflect a high level of effort. It includes high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative.

Leadership motivation – great leaders not only have drive, they want to lead.

Integrity is the correspondence between actions and words. Honesty and credibility are especially important.

Self-confidence is important because the leadership role is challenging, and setbacks are inevitable.

Knowledge of the business, industry, company, and technical matters.

The most important personal skill, according to the text, the ability to perceive the needs and goals of others and to adjust one’s personal leadership approaches accordingly.

 

1. Leader Behaviors

 

1. Leadership behaviors – the behavioral approach attempts to identify what good leaders do. Three general categories of leadership behavior are: (Figure 12.2)

 

1. Task performance behaviors are the leader’s efforts to insure that the work unit or organization reaches its goals.
2. This dimension is sometimes referred to as:

concern for production

directive leadership

initiating structure or closeness of supervision.

1. It includes a focus on:

work speed

quality and accuracy

quantity of output

following the rules.

1. Group maintenance behaviors is where leaders take action to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group.
2. This dimension is sometimes referred to as:

(1) concern for people

(2) supportive leadership

(3) consideration.

1. Leader-Member Exchange (LMX) theory highlights the importance of leader behaviors not just toward the group as a whole but also toward individuals

The ability to influence a group toward the achievement of a vision or set of goals.

OR

The process of influencing others to understand and agree what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives

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Types of leadership

Leadership involves

influencing others (who influences? What type of influence?)

to collaborate and agree (purpose of influence?)

on how to complete tasks or projects.

Goal of what leadership involves is also what makes leaders effective.

Result of influence is enthusiastic followers as opposed to indifferent compliance or reluctant obedience. Use of control over rewards and punishments to manipulate or coerce followers is not really leading and may involve the unethical use of power.

Specialized role – involves having one leader and more followers

Shared influence consists of many leaders in charge of different processes that affect the group

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What leaders can influence?

Interpretation of external events and sharing of new knowledge by members.

Choice of objectives and strategies to pursue.

Motivation of members and allocation of resources to achieve the objectives.

Development of member skills and confidence.

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Direct vs. Indirect Leadership

Direct leadership

Immediate subordinates.

Lower-level employees, peers, bosses, or outsiders

Indirect leadership

Cascading effect of leadership influence

Influence over formal programs, management systems, and structural forms

Influence over organizational culture

1-*

Direct leadership – influence in person or email.

Leader’s direct influence on immediate subordinates. Behaviors used to directly influence immediate subordinates, but a leader can also influence other people inside the organization.

Leader’s direct influence on lower-level employees, peers, bosses, or outsiders

Indirect leadership – CEO leadership is transmitted through chain of command. Influence over formal programs.

Cascading effect of leadership influence

Influence over formal programs, management systems, and structural forms

Influence over organizational culture – shared beliefs and values of members.

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Leadership Approach

Trait

Behavior

Power-influence

Situational

Integrative

Leadership theory comparison

Trait – pertains to personality, motives, values, and skills

Behavior – pertains to what managers actually do on the job

Power-influence – pertains to the influence processes used by managers

Situational – pertains to outside factors that influence leadership processes (nature of the work, type of organization, and so forth)

Integrative – involves more than one approach

Leadership theory comparison

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Leader vs. Manager

Leader versus manager –

A person can lead without being a manager; a manager can manage without being a leader.

Are subordinates necessary?

Are they mutually exclusive?

Are they distinct processes or roles?

Are both roles necessary?

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Leader vs. Manager

Leader

Manager

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Managers value:

Stability, order, efficiency

Thoughtfulness, details, experience

Efficiency, rules, guidelines

Being right, persistence, democracy

Leaders value:

Flexibility, grand ideas, experience

Adaptation, communication, honesty

Innovation

Typical activity patterns in managerial work?

Decision processes are disorderly & political, planning is informal and adaptive

Interact with peers and outsiders, most via oral communications.

Pace is hectic and unrelenting

Content is varied and fragmented, reactive

All of the above.

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Leadership Effectiveness

Measure leader effectiveness

Follower attitudes and perceptions

Contribution to the quality of group processes

Successful career as a leader

Unit Profits

Leader effectiveness is often measured by how goals such as sales and net profits are met. Followers view leaders as satisfying their needs and usually respect, admire, and trust leaders.

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Barack Obama
Leadership Effectiveness

Read article about Obama

What traits might Barack Obama possess that contribute to his strong leadership ability?

Does Obama’s leadership support a trait perspective of leadership? Why or why not?

From a behavioral perspective of leadership, what does Obama do to strengthen his success as a leader?

Is Obama an effective leader? Why or why not?

When does Obama act as a leader vs. a manager?

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Contingency theories and adaptive leadership

Contingency theories and adaptive leadership

different situations

different subordinate characteristics

influence leadership effectiveness.

Chapter 7 of Leadership in Organizations

Adaptive leadership is necessary when leaders must be more flexible and adaptive to their situation.

Managing immediate crises—managers should anticipate problems, recognize early warning signs, and have a prepared plan of action for dealing with them.

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Contingency theories and adaptive leadership

One dependent variable – subordinate satisfaction or performance

One predictor variable – task/

One or more situational variable – short-term conditions

Leader traits or broadly-defined behaviors are positively related to subordinate performance or satisfaction.

Lack of consistent results = contingency theories. Path Goal,

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Contingency Theories

Cognitive Resources Theory

Leadership Substitutes

Multiple Linkage Model

LPC Contingency

Path-Goal

Lead followers towards a goal

Manager behavior and situational variables influence follower performance

Conditions under which intelligence and experiences are related to group performance

Situational variables serve as substitutes

Describes how the situation moderates the effects on group performance.

Situational Leadership Theory – appropriate type of leadership behavior for the follower/subordinate in various situations.

LPC (least preferred co-worker) LPC Scores reveal a leader’s motive hierarchy. High LPC is strongly motivated to have close, interpersonal relationships and will act in a considerate supportive manner.

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Problems with Contingency Theories

Over-emphasis on behavior meta-categories

Ambiguous description of relationships

Inadequate explanation of causal effects

Lack of attention to behavior patterns

Lack of attention to joint effects of situational variables

Failure to distinguish between mediators and situational moderators

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Situational Leadership

Intra-individual

Dyadic

Group processes

Organizational processes

Multilevel

Leader-centered versus follower-centered

Descriptive

Prescriptive

Universal or contingency

Intra-individual – involves examining roles, behaviors, and decision styles

Dyadic – examines relationship between leader and subordinate

Group processes – focuses on leaders’ influence on team performance

Organizational processes – focuses on how a leader adapts to the environment and acquires resources necessary to complete tasks

Multilevel – involves application of more than one theory

Leader-centered versus follower-centered – extent to which a theory is focused either on a leader or a follower

Descriptive – explains leadership processes, describes the typical activities of leaders, and explains why certain behaviors occur in particular situations

Prescriptive – specifies what leaders must do to become effective and identifies any necessary conditions for using a particular type of behavior effectively

Universal or contingency – describes some aspect of leadership that applies to all types of situations

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Class Activity

Leadership Compass

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Situational Factors

Age & Size

Technical System

Environment

Power

Number of contingency or situational factors influence the choice of these design parameters.

Age & Size – older an org the more formalized its behavior. Larger an org, the more formalized. Larger an org, more elaborate its structure, the more specialized its jobs and units and the more developed its administrative components.

Technical System – the more controls the technical system has over the work of the operators, the more formalized the operating work and more bureaucratic the structure.

Environment – more dynamic an orgs environment, the more organic its structure. More complex environment, the more decentralized its structure, more diversified an org’s markets, the greater the propensity to split it into market-based units or divisions, given favorable economies of scale.

Power – the greater the external control of an org, the more centralized and formalized its structure.

 

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What are Mintzberg’s 10 managerial roles?

Select 12 people – each picks from a bag of words and definitions. Need to attach words and definitions to diagram on board.

Operating Core – at base of org – people who perform the basic work of the organization

Strategic Apex – where the whole system is overseen

Middle Line – hierarchy of authority between the operating core and the strategic apex.

Technostructure – outside the heirarch of line authority. They perform administrative duties by planning and controlling the work of others.

Support Staff – provide various internal services from cafeteria to mailroom.

Ideology – (culture) encompasses the traditions and beliefs of an organization

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How many managerial position duties and responsibilities did Mintzberg find?

Supervising

Planning & Organizing

Decision Making

Monitoring Indicators

Controlling

Representing

Coordinating

Consulting

Administering

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A leader has both immediate & delayed effects on the same criterion.

True

Immediate outcomes easy to measure

Willingness to complete a project

Delayed outcomes difficult to assess

Influenced by extraneous events

Leader can effect both immediate and delayed outcomes

May be inconsistent and move in opposite directions

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Causal Relationship Between Key Variables

1-*

Key Variables in Leadership Theories: Characteristics of the Leader, Follower, and Situation

Characteristics of Leader: Traits (motives, personality, values), Confidence and optimism, Skills and expertise, Behavior, Integrity and ethics, Influence tactics, Attributions about followers

Characteristics of Follower: Traits (needs, values, self concepts), Confidence and optimism. Skills and expertise, Attributions about the leader. Trust in the leader, Task commitment and effort, Satisfaction with job and leader

Characteristics of Situation: Type of organizational unit, Size of unit, Position power and authority of leader, Task structure and complexity, Task interdependence, Environmental uncertainty, External dependencies

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Charismatic and transformational leadership

Charismatic leadership definition

Charismatic leader traits and behaviors

Positives associated with charisma

Negatives associated with charisma

Charismatic leaders are rare and are often found in new organizations or those in need of change where previous authority has failed, especially in dealing with a severe crisis.

Followers perceive them as extraordinary, identify with them on a personal level, and are extremely loyal. Charismatic leaders may be targets of extreme measures such as assassination in order to remove them from their positions.

Some positives associated with charismatic leaders are that organizations under their leadership perform at a high level, communication is open, and followers are empowered.

 

Some negatives of charismatic leaders are that followers may lose sight of important factors due to their awe of the leader and may deny problems or failures and overlook the need for a successor.

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Transformational leadership

Transformational leadership involves inspiring, developing, and empowering followers.

Transformational leaders often empower followers and encourage independence by delegating authority to individuals or teams. Transformational leaders use a rewards or incentive system to motivate followers and punish those who deviate from performance standards.

Theories of Leadership and DISC Case Assignment

 

RUBRIC QUALITY OF RESPONSE NO RESPONSE POOR / UNSATISFACTORY SATISFACTORY GOOD EXCELLENT Content (worth a maximum of 50% of the total points) Zero points:  Student failed to submit the final paper. 20 points out of 50:  The essay illustrates poor understanding of the relevant material by failing to address or incorrectly addressing the relevant content; failing to identify or inaccurately explaining/defining key concepts/ideas; ignoring or incorrectly explaining key points/claims and the reasoning behind them; and/or incorrectly or inappropriately using terminology; and elements of the response are lacking. 30 points out of 50:  The essay illustrates a rudimentary understanding of the relevant material by mentioning but not full explaining the relevant content; identifying some of the key concepts/ideas though failing to fully or accurately explain many of them; using terminology, though sometimes inaccurately or inappropriately; and/or incorporating some key claims/points but failing to explain the reasoning behind them or doing so inaccurately.  Elements of the required response may also be lacking. 40 points out of 50:  The essay illustrates solid understanding of the relevant material by correctly addressing most of the relevant content; identifying and explaining most of the key concepts/ideas; using correct terminology; explaining the reasoning behind most of the key points/claims; and/or where necessary or useful, substantiating some points with accurate examples.  The answer is complete. 50 points:  The essay illustrates exemplary understanding of the relevant material by thoroughly and correctly addressing the relevant content; identifying and explaining all of the key concepts/ideas; using correct terminology explaining the reasoning behind key points/claims and substantiating, as necessary/useful, points with several accurate and illuminating examples.  No aspects of the required answer are missing. 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The paper has slight errors within the paper. This can include small errors or omissions with the cover page, abstract, page number, and headers. There could be also slight formatting issues with the document spacing or the font Additionally the paper might slightly exceed or undershoot the specific number of required written pages for the assignment. 10 points: Student provides a high-caliber, formatted paper. This includes an APA 6th edition cover page, abstract, page number, headers and is double spaced in 12’ Times Roman Font. Additionally, the paper conforms to the specific number of required written pages and neither goes over or under the specified length of the paper.
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