1.      Planning and budgeting

2.      Organizing and staffing

3.      Controlling and problem solving

§         Setting a direction for the organization

§        Aligning people with that direction through communication, and…

§         Motivating people to action…

The earliest research on leadership style, conducted by Kurt Lewin, identified three basic styles of leadership:

1. Autocratic
2. Democratic
3. Laissez-Faire

Early trait theories:

The first studies of leadership attempted to identify what physical attributes, personality characteristics, and abilities distinguished leaders from other members of a group.

Ohio Studies

Two important underlying dimensions of leader behaviors:

• Initiating Structure
• Consideration

Michigan Studies

Two styles of leadership were identified:

• Production - Oriented style
• Employee- oriented style

Leadership Grid

(Blake & Mouton - Originally called Management Grid and based on attitudes)

1. Authority-Compliance Manager
2. Country Club Manager
3. Team Manager
4. Impoverished Manager
5. Organization Man Manager
6. Paternalistic Manager
7. Opportunistic Manager

Fieldler's Contingency Theory

This theory proposes that the fit between the leader’s need structure and the favorableness of the leader’s situation determine the team’s effectiveness in work accomplishment. If a misfit leader is found, Fiedler recommends that the leader’ situation be changed to fit the leader’s style.

Path - Goal Theory

Robert House developed this theory of leader effectiveness based on an expectancy theory of motivation.

4 - Leader behavior styles

(under the Path-Goal Theory)

1. Directive style
2. Supportive style
3. Participative style
4. Achievement-Oriented style

Vroom-Yetton-Jago Normative Decision Model

...helps leaders and managers know when to have employees participate in the decision making process.

Five forms of decision making

(under the Vroo -Yetton-Jago Model) 

1. Decide
2. Consult individually
3. Consult group
4. Facilitate
5. Delegate

Situational Leadership Model

Developed by Paul Hersey and Kenneth Blanchard suggests that the leader’s behavior should be adjusted to the maturity level of the followers. Follower readiness is determined by the follower’s ability and willingness to complete a specific task.

Leader Member Exchange

(LMX)

Recognizes that leaders may form different relationships with followers.

Charismatic Leadership

     Results when a leader uses the force of personal abilities and talents to have profound and extraordinary effects on followers.

Authority-Compliance Manager (9,1)

A leader who emphasizes efficient production.

Autocratic Style

A style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships in the work environment.

Consideration

Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit.

Country Club Manager (1,9)

A leader who creates a happy, comfortable work environment.

Democratic Style

A style of leadership in which the leader takes collaborative, responsive, interactive actions with followers concerning the work and work environment.

Dynamic Follower

A follower who is a responsible steward of his or her job, is effective in managing the relationship with the boss, and practices self-management.

Followership

The process of being guided and directed by a leader in the work environment.

Formal Leadership

Officially sanctioned leadership based on the authority of a formal position.

Impoverished Manager (1,1)

A leader who exerts just enough effort to get by.

Informal leadership

Unofficial leadership accorded to a person by other members of the organization.

Initiating Structure

Leader behavior aimed at defining and organizing work relationships and roles, as well as establishing clear patterns of organization, communication, and ways of getting things done.

Laissez-faire Style

A style of leadership in which the leader fails to accept the responsibilities of the position.

Leader

An advocate for change and new approaches to problems.

Leader–Member Relations

The quality of interpersonal relationships among a leader and the group members.

Leadership

The process of guiding and directing the behavior of people in the work environment.

Least Preferred Co-worker (LPC)

The person a leader has least preferred to work with over his or her career.

Manager

An advocate for stability and the status quo.

Opportunistic "what's in it for me" Manager

A leader whose style aims to maximize self-benefit.

Organization Man Manager (5,5)

A middle-of-the-road leader.

Paternalistic "father knows best" Manager (9+9)

A leader who promises reward and threatens punishment.

Position Power

The authority associated with the leader's formal position in the organization.

Task Structure

The degree of clarity, or ambiguity, in the work activities assigned to the group.

Team Manager (9,9)

A leader who builds a highly productive team of committed people.

The Situational Leadership Model

Transformational Leaders

Inspire and excite followers to high levels of performance.

Transactional Leaders

...use rewards and punishments to make deals with subordinates.

Emotional Intelligence

The ability to recognize and manage emotion in oneself and in others.

In - Groups

In a Leader-Member Exchange (LMX) relationship, these members tend to be similar to the leader and given greater responsibilities, more rewards, and more attention. They are more likely to engage in organizational citizenship.

Out - Groups

In a Leader-Member Exchange (LMX) relationship, these members are outside the circle and receive less attention and fewer rewards.  They are managed by formal rules and policies and are more likely to retaliate.