Expert answer:Ethical Mgt & Ldshp Global Eco graduate class, man
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Why Aren’t They Listening?
Jim Anderson is a training specialist in the human resource department of a large
pharmaceutical company. In response to a recent companywide survey, Jim specifically
designed a 6-week training program on listening and communication skills to encourage
effective management in the company. Jim’s goals for the seminar are twofold: for
participants to learn new communication behaviors and for participants to enjoy the seminar
so they will want to attend future seminars.
The first group to be offered the program was middle-level managers in research and
development. This group consisted of about 25 people, nearly all of whom had advanced
degrees. Most of this group had attended several in-house training programs in the past, so
they had a sense of how the seminar would be designed and run. Because the previous
seminars had not always been very productive, many of the
managers felt a little disillusioned about coming to the seminar. As one of the managers said,
“Here we go again: a fancy in-house training program from which we will gain nothing.”
Because Jim recognized that the managers were very experienced, he did not put many
restrictions on attendance and participation. He used a variety of presentation methods and
actively solicited involvement from the managers in the seminar. Throughout the first two
sessions, he went out of his way to be friendly with the group. He gave them frequent coffee
breaks during the sessions; during these breaks, he promoted socializing and networking.
During the third session, Jim became aware of some difficulties with the seminar. Rather than
the full complement of 25 managers, attendance had dropped to about only 15 managers.
Although the starting time was established at 8:30, attendees had been arriving as late as
10:00. During the afternoon sessions, some of the managers were leaving the sessions to
return to their offices at the company.
As he approached the fourth session, Jim was apprehensive about why things had been going
poorly. He had become quite uncertain about how he should approach the group. Many
questions were running through his mind: Had he treated the managers in the wrong way?
Had he been too easy regarding attendance at the sessions? Should he have said something
about the managers skipping out in the afternoon? Were
the participants taking the seminar seriously? Jim was certain that the content of the seminars
was innovative and substantive, but he could not figure out what he could change to make the
program more successful. He sensed that his style was not working for this group, but he
didn’t have a clue as to how he should change what he was doing to make the sessions better.
Questions
3. From a leadership perspective, what is Jim doing wrong?
4. What specific changes could Jim implement to improve the seminars?
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Style Approach
Chapter 4
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Overview
Style Approach Perspective
Ohio State Studies
University of Michigan Studies
Blake & Mouton’s Leadership Grid
How Does the Style Approach Work?
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Style Approach Description
Perspective
Emphasizes the
behavior of the
leader
Focuses exclusively
on what leaders do
and how they act
Definition
Comprised of two
general kinds of
Behaviors
Task behaviors
Facilitate goal
accomplishment: Help group
members achieve objectives
Relationship behaviors
Help subordinates feel
comfortable with
themselves, each other, and
the situation
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
3
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Ohio State Studies
Leadership Behavior Description
Questionnaire (LBDQ)
Identify number of times leaders engaged in
specific behaviors
• 150 questions
Participant settings (military, industrial,
educational)
Results
• Particular clusters of behaviors were typical of
leaders
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
4
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Ohio State Studies, cont’d.
LBDQ-XII (Stogdill, 1963)
Shortened version of the LBDQ
Most widely used leadership assessment instrument
Results – Two general types of leader behaviors:
• Initiating structure – Leaders provide structure for
subordinates
▪ Task behaviors – organizing work, giving structure to the
work context, defining role responsibility, scheduling work
activities
• Consideration – Leaders nurture subordinates
▪ Relationship behaviors – building camaraderie, respect,
trust, & liking between leaders & followers
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
5
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
University of Michigan Studies
Exploring leadership behavior
Specific emphasis on impact of leadership behavior on
performance of small groups
Results – Two types of leadership behaviors conceptualized as
opposite ends of a single continuum
Employee orientation
• Strong human relations emphasis
Production orientation
• Stresses the technical aspects of a job
Later studies reconceptualized behaviors as two
independent leadership orientations – possible orientation
to both at the same time
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
6
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Blake & Mouton’s Managerial (Leadership) Grid
Historical Perspective
Leadership Grid Components
Authority-Compliance (9,1)
Country Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
Paternalism/Maternalism (1, 9; 9,1)
Opportunism
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Historical Perspective
Blake & Mouton’s Managerial Leadership Grid
Development
Developed in early
1960s
Used extensively in
organizational
training &
development
Purpose
Designed to explain how leaders
help organizations to reach their
purposes
Two factors
• Concern for production
▪ How a leader is concerned
with achieving
organizational tasks
• Concern for people
▪ How a leader attends to
the members of the
organization who are trying
to achieve its goals
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
8
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Authority-Compliance (9,1)
Definition
Role Focus
Efficiency in operations
Heavy emphasis on task and job
results from arranging
conditions of work such
that human interference
is minimal
requirements and less emphasis
on people
Communicating with
subordinates mainly for task
instructions
Results driven – people regarded
as tools to that end
9,1 leaders – seen as
controlling, demanding, harddriving, & overpowering
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
9
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Country Club (1,9)
Definition
Thoughtful attention to
the needs of people
leads to a comfortable,
friendly organizational
atmosphere and work
tempo
Role Focus
Low concern for task
accomplishment coupled with
high concern for interpersonal
relationships
De-emphasizes production;
leaders stress the attitudes and
feelings of people
1,9 leaders – try to create a
positive climate by being
agreeable, eager to help,
comforting, noncontroversial
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
10
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Impoverished (1,1)
Definition
Minimal effort
exerted to get work
done is appropriate
to sustain
organizational
membership
Role Focus
Leader unconcerned with
both task and interpersonal
relationships
Going through the motions,
but uninvolved and
withdrawn
1,1 leaders – have little
contact with followers and
are described as indifferent,
noncommittal, resigned, and
apathetic
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
11
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Middle-of-the-Road (5,5)
Definition
Adequate
organizational
performance
possible through
balancing the
necessity of getting
work done while
maintaining
satisfactory morale
Role Focus
Leaders who are compromisers;
have intermediate concern for
task and people who do task
To achieve equilibrium, leader
avoids conflict while emphasizing
moderate levels of production and
interpersonal relationships
5,5 leader – described as
expedient; prefers the middle
ground, soft-pedals disagreement,
swallows convictions in the
interest of “progress”
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
12
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Team (9,9)
Definition
Role Focus
Work accomplished
Strong emphasis on both tasks
through committed
people;
interdependence via
a “common stake” in
the organization’s
purpose, which leads
to relationships of
trust and respect
and interpersonal relationships
Promotes high degree of
participation & teamwork,
satisfies basic need of employee
to be involved & committed to
their work
9,9 leader – stimulates
participation, acts determined,
makes priorities clear, follows
through, behaves open-mindedly
and enjoys working
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
13
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
14
Paternalism / Maternalism
Definition
Reward and
approval are
bestowed on
people in return
for loyalty and
obedience; failure
to comply leads to
punishment
Role Focus
Leaders who use both 1,9 and 9,1
without integrating the two
The “benevolent dictator”; acts
gracious for purpose of goal
accomplishment
Treats people as though they were
disassociated from the task
Regards the organization as a family
Makes most of the key decisions
Rewards loyalty and punishes noncompliance
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
15
Opportunism
Definition
Role Focus
People adapt and
Performance occurs
shift to any grid
style needed to
gain maximum
advantage
Leaders usually have a
dominant grid style used in
most situations and a backup
style that is reverted to when
under pressure
according to a system of
selfish gain
Leader uses any combination of
the basic five styles for the
purpose of personal
advancement
May be seen as ruthless and
cunning
May also be seen as adaptable
and strategic
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
How Does the Style Approach Work?
Focus of Style Approach
Strengths
Criticisms
Application
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Style Approach
Focus
Primarily a
framework for
assessing leadership
as behavior with a
task and relationship
dimension
Overall Scope
Offers a general means
of assessing the
behaviors of leaders
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
17
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Strengths
Style Approach marked a major shift in leadership
research from exclusively trait focused to include
behaviors and actions of leaders
Broad range of studies on leadership style validates and
gives credibility to the basic tenets of the approach
At conceptual level, a leader’s style is composed of two
major types of behaviors: task and relationship
The style approach is heuristic – leaders can learn a lot
about themselves and how they come across to others
by trying to see their behaviors in light of the task and
relationship dimensions
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
18
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Criticisms
Research has not adequately demonstrated
how leaders’ styles are associated with
performance outcomes
No universal style
of leadership that could be
effective in almost every situation
Implies that the most effective leadership
style is High-High style (i.e., high task/high
relationship); research finding support is
limited
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
19
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Application
Many leadership training and development
programs are designed along the lines of the
style approach.
By assessing their own style, managers can
determine how they are perceived by others
and how they could change their behaviors to
become more effective.
The style approach applies to nearly everything
a leader does.
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
20
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Situational Approach
Chapter 5
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Overview
Situational Approach Perspective
Leadership Styles
Developmental Levels
How Does the Situational Approach Work?
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
2
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Situational Approach Description
(Hersey & Blanchard, 1969)
“Leaders match their style to the competence and
commitment of subordinates”
Perspective
Focuses on leadership in situations
Emphasizes adapting style – different
situations demand different kinds of
leadership
Used extensively in organizational leadership
training and development
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
3
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Situational Approach Description, cont’d
(Hersey & Blanchard, 1969)
Definition
Comprised of both a directive dimension &
supportive dimension:
Each dimension must be applied
appropriately in a given situation
Leaders evaluate employees to assess
their competence and commitment to
perform a given task
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
4
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Leadership Styles
Definition
Leadership style – the behavior pattern of
an individual who attempts to influence
others
It includes both:
Directive (task) behaviors
Supportive (relationship) behaviors
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
5
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Leadership Styles – con’t
Dimension Definition
Directive behaviors – Help group
members in goal achievement via oneway communication through:
Giving directions
Establishing goals & how to achieve them
Methods of evaluation & time lines
Defining roles
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
6
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Leadership Styles, cont’d.
Dimension Definitions
Supportive behaviors – Assist group members
via two-way communication in feeling
comfortable with themselves, co-workers, and
situation
Asking for input
Problem solving
Praising, listening
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
7
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
S1 – Directing Style
Leader focuses
communication on
goal achievement
Spends LESS time
using supportive
behaviors
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
8
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
S2 – Coaching Style
Leader focuses
communication on BOTH
goal achievement and
supporting subordinates’
socioemotional needs
Requires leader
involvement through
encouragement and
soliciting subordinate input
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
9
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
S3 – Supporting Style
Leader does NOT focus
solely on goals; uses
supportive behaviors to
bring out employee skills in
accomplishing the task
Leader delegates day-to-
day decision-making
control, but is available to
facilitate problem solving
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
10
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
S4 – Delegating Style
11
Leader offers LESS task
input and social support;
facilitates subordinates’
confidence and motivation in
relation to the task
Leader lessens involvement
in planning, control of
details, and goal clarification
Gives subordinates control
and refrains from
intervention and unneeded
social support
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Development Levels
Definition
Dimension Definitions
The degree to which
subordinates have the
competence and
commitment necessary
to accomplish a given
task or activity
High
D4
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
Moderate
D3
Developed
D1
Low
D2
D1
Developing
Developmental Level of Followers
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
12
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
How Does the Situational Approach Work?
Focus of Situational Approach
Strengths
Criticisms
Application
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Situational Approach
Focus
Assumes that subordinates
vacillate along the developmental
continuum of competence and
commitment
Leader effectiveness
depends on assessing subordinate’s
developmental position, and
adapting his/her leadership
style to match subordinate
developmental level
“The Situational
approach requires
leaders to
demonstrate a
strong degree of
flexibility.”
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
14
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
How Does The Situational Approach Work?
Using SLII model – In any given situation the Leader has 2 tasks:
1st Task
Diagnose the Situation
Identify the developmental level
of employee
Ask questions like:
• What is the task subordinates
are being asked to perform?
• How complicated is it?
• What is their skill set?
• Do they have the desire to
complete the job?
2nd Task
Adapt their Style
To prescribed Leadership
style in the SLII model
• Leadership style must
correspond to the
employee’s development
level
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
15
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
How Does The Situational Approach Work?
Employee’s
Developmental level
D1
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
Leader’s
Leadership style
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
16
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Strengths
Marketplace approval. Situational leadership is
perceived as providing a credible model for training
employees to become effective leaders.
Practicality. Situational leadership is a
straightforward approach that is easily understood
and applied in a variety of settings.
Prescriptive value. Situational leadership clearly
outlines what you should and should not do in
various settings.
Northouse – Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
17
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Strengt …
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