AFM280 Lecture Notes - Lecture 13: Absenteeism, Ingroups And Outgroups, Job Performance
17 May 2018
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Chapter 13- LEADERSHP STYLES AND BEHAVIOURS
LEADERSHIP STYLES AND BEHAVRIOUS
• Leadership – the use of power and influence to direct the activities of followers toward goal
achievement
• Leader effectiveness can be gauged in a number of ways
• Unit performance- profit margins, market shares, sales, returns
• Centre more on followers- absenteeism, retention of talented people, grievances filed,
requests for transfer (all can be achieved by employee surveys)
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• Leader-member exchange theory- a theory describing how leader-member relationships develop
over time on a dyadic basis
• The theory argues that new leader-member relationships are typically marked by a role
taking (the phase in a leader-follower relationship when a leader provides an employee with
job expectations and the follower tries to meet those expectations) phase.
• the leader tries to get a feel for the talent and motivation of the employee
• for some employees, the initial role taking may be supplemented by role making, during
which the emploee’s o epetatios fo the dad get ied i ith those of the leade
• (free-flowing exchange in which the leader offers more opportunities and resources
and the employee contributes more activities and effort)
• Over time, the role taking and making processes result in two general types of leader-member dyads
• High quality exchange- frequent one-on-one exchanges of information between the leader
and the member, mutual influence, support, and attention
• Leade igoups
• Low quality exchange- limited exchange of information, influence, latitude, support, and
attention.
• Leade’s outgoups
• Employees that are more competent, likeable, and similar to the leader in personality will be more
likely to end up in ingroup
• This theory also suggests that judgements of leader effectiveness should gauge how effective the
most critical leader-member dyads appear to be
WHY ARE SOME LEADERS MORE EFFECTIVE THAN OTHERS?
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• Leader effectiveness ill e defied as the degee to hih the leade’s atios esult in the
ahieeet of the uit’s goals, the otiued oitet of the uit’s eploees, ad the
development of mutual trust, respect, and obligation in leader-member dyads.
• Looking for a greater leader. The search for traits and characteristics of effective leaders is
osistet ith geat peso theoies of leadeship that suggest that leades ae o, ot ade
• After a century of research, concluded that there is no generalizable profile for effective
leaders from a trait perspective
• Studies show that traits are more predictive of leader emergence (the process of becoming a leader
in the first place) than they are of leader effectiveness (how people actually do in a leadership role)
• This table draws a distinction between traits and characteristics that predict leader emergence and
those that predict leader effectiveness
• Two limitations of this work
• First, many of the trait-leadership correlations are weak in magnitude, particularly when
leader effectiveness serves as the outcome
• Second, the focus on leader traits hold less practical relevance than a focus on leader
actions
• So what can a leader do to make them more effective?
• This chapter reviews 3 leadership actions
• Decision-making styles
• Day to day behaviours
• Behaviours that fall outside a leader`s typical duties
LEADER DECISION-MAKING STYLES
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Document Summary
Leadership the use of power and influence to direct the activities of followers toward goal achievement. Low quality exchange- limited exchange of information, influence, latitude, support, and attention. Leader is more of a facilitator than decision maker: delegative style- the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions. Leader plays no role unless asked: may offer encouragement and provide necessary resources behind the scenes, find people who care about the product/services and let them handle the details. When are the styles most effective: no one decision-(cid:373)aki(cid:374)g st(cid:455)le that"s effe(cid:272)ti(cid:448)e a(cid:272)(cid:396)oss all situatio(cid:374)s. In particular, managers seem to overuse the consultative style and underutilize autocratic and facilitative styles. Leaders behaviours are grouped into several categories shown in table 12-3: boils down to two dimensions: initiating structure and consideration.
