Bài giảng Leadership - Chapter 2 Traits, Behaviors, and Relationships

Chapter 2Traits, Behaviors, and Relationships1Chapter ObjectivesIdentify personal traits and characteristics that are associated with effective leaders.Recognize autocratic versus democratic leadership behavior and the impact of each.Know the distinction between people-oriented and task-oriented leadership behavior and when each should be used.Understand how the theory of individualized leadership has broadened the understanding of relationships between leaders and followers.Recognize how to build partnerships for greater effectiveness.2The Trait ApproachTraits: the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearanceGreat Man Approach: a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders3Ex. 2.1 Personal Characteristics of LeadersPersonal CharacteristicsEnergyPhysical staminaIntelligence and AbilityIntelligence, cognitive abilityKnowledgeJudgment, decisivenessPersonalitySelf-confidenceHonesty and integrityEnthusiasmDesire to leadIndependenceSocial CharacteristicsSociability, interpersonal skillsCooperativenessAbility to enlist cooperationTact, diplomacyWork-Related CharacteristicsDrive, desire to excelResponsibility in pursuit of goalsPersistence against obstacles, tenacitySocial backgroundEducationMobility4Behavior ApproachesAutocratic: a leader who tends to centralize authority and derive power from position, control of rewards, and coercionDemocratic: a leader who delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence5Ex. 2.2 Leadership ContinuumBoss-CenteredLeadershipSubordinate-CenteredLeadershipUse of authority by managerArea of freedom for subordinatesManager makesdecisions andannounces itManager “sells”decisionManager presentsideas and invitesquestionsManagerpresents tentativedecision subjectto changeManagerpresentsproblems,gets sugg. makeschangesManagerpermitssubordinatesto functionwithin limitsdefined bysuperiorManagerdefines limits,asks groupdo makedecision6Ohio State StudiesConsideration: the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trustInitiating Structure: the extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement7University of Michigan StudiesEmployee-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 facilitation8Ex. 2.3 The Leadership Gridđ Figure1,9Country Club Management9,9Team Management5,5Middle-of-the-RoadManagementImpoverished Management1,1Authority-ComplianceManagement9,1LowLowConcern for ResultsHighHighConcern for People9Ex. 2.4 Themes of Leader Behavior ResearchPeople-OrientedTask-OrientedOhio State UniversityConsiderationInitiating StructureUniversity of MichiganEmployee-CenteredJob-CenteredUniversity of TexasConcern for PeopleConcern for Production10Ex. 2.5 Stages of Development of Individulized LeadershipVertical Dyad Linkage Leaders’ behaviors and traits have different impacts across followers, creating in-groups and out-groupsLeader-Member Exchange Leadership is individualized for each subordinate. Each dyad involves a unique exchange independent of other dyads.Partnership Building Leaders can reach out to create a positive exchange with every subordinate. Doing so increases performance.Systems and Networks Leader dyads can be created in all directions across levels and boundaries to build networks that enhance performance.11Ex. 2.6 Leader Behavior Toward In-Group versus Out-Group MembersIn-groupDiscusses objectives; gives employee freedom to use his or her own approach in solving problems and reaching goalsListens to employee’s suggestions and ideas about how work is doneTreats mistakes as learning opportunitiesOut-GroupGives employee specific directives for how to accomplish tasks and attain goalsShows little interest in employee’s comments and suggestionsCriticizes or punishes mistakes12Ex. 2.6 (contd.)In-GroupGives employee interesting assignments; may allow employee to choose assignmentSometimes defers to subordinate’s opinionPraises accomplishmentsOut-GroupAssigns primarily routine jobs and monitors employee closelyUsually imposes own viewsFocuses on areas of poor performance13Leader-Member ExchangeAn individualized leadership model that explores how leader-member relationships develop over time and how the quality of exchange relationships impacts outcomes14