CJASR4

Chapter 7 Outline

 

1. What is leadership?
   1. Difficult to define; no consistent definition
   2. Two parts to many definitions
      1. Involves influencing members of a group
      2. Involves directing members’ efforts to the achievement of organizational goals
   3. What do leaders do?
2. Explaining leadership
   1. Trait approach
      1. Traits/characteristics linked with effective leadership
      2. Traits/characteristics were primarily inborn

• Examples: honesty, integrity, motivation, people-skills

1. Evidence is questionable—are traits linked with leadership behaviors?

1. Behavioral approach
   1. Leadership behavior rather than leadership characteristics
   2. Ohio State University studies identified two different dimensions
      1. Consideration
      2. Initiating structure

• Research studies were not able to identify the best combination of the two dimensions.

1. Contingency theories/situational leadership
   1. There is no one best style of leadership; it all depends
   2. Examples
      1. Fielder’s contingency theory
         1. Styles
            1. Relationship oriented
            2. Task oriented
         2. Style determined by least preferred coworker (LPC) scale
         3. Contingency variables
            1. Group atmosphere
            2. Task structure

• Position power

1. Operation
   1. When all are favorable or unfavorable= task-oriented
   2. When contingencies are mixed = relationship-oriented
2. Hersey and Blanchard’s contingency theory
   1. Leadership styles
      1. Telling
      2. Selling

• Participating

1. Delegating

1. Contingencies
   1. Psychological readiness: willingness/eagerness to perform task
   2. Task readiness: ability to perform task
2. Leadership style must adapt to readiness of followers

3. Path-goal theory
   1. Leadership behavior
      1. Supportive
      2. Directive

• Participative

1. Achievement-oriented

1. Contingencies
   1. Personal characteristics of group members: skills, abilities, willingness
   2. Work environment: clarity of task; power
2. Operation depends on contingencies; for example, use a directive style when task is unclear. The goal is to allow workers to achieve goals

4. Vroom and Yetton’s model
   1. Focuses on decision making and whether subordinates should be included in decision making to improve the process
   2. A decision tree is used considering a variety of factors (e.g., time available) in order to determine level of subordinate involvement
5. Transactional leadership theory
   1. Focuses on interaction between leader and follower
   2. Two interaction processes
      1. Contingent reward leadership: manager helps subordinate reach goals by clarifying expectations, offering support, and providing structure
      2. Management by exception: manager interacts with subordinates only when subordinate deviates from expectations (fail to adhere to standards)
   3. Change leadership theories
      1. Leaders can change an entire organization
      2. Examples
         1. Charismatic leadership
            1. Produce change by having personality characteristics that attract followers
            2. Earn the trust and confidence of followers
         2. Transformational leadership
            1. Change the organization by motivating workers to achieve at higher levels
            2. Process
               1. Increase subordinates’ awareness of importance of task
               2. Increase subordinates’ awareness of their need for personal development

• Motivating subordinates to fulfill their goals and be a part of the organization’s success

1. Dimensions
   1. Inspirational motivation
   2. Intellectual stimulation

• Idealized influence

1. Individualized consideration

3. Leadership styles
   1. Most famous is the managerial grid (Blake and Mouton)
   2. Two dimensions
      1. Concern for people
      2. Concern for results
   3. Combinations
      1. Contribute and commit
      2. Control and dominate

• Yield and comply

1. Balance and compromise
2. Evade and elude

4. Leadership skills
   1. The assumption is that these can be taught through training/education
   2. Examples from the Competing Values Framework
      1. Clan skills
      2. Adhocracy skills

• Hierarchy skills

1. Market skills

1. Other skills
   1. Technical skills
   2. Human resource management skills

• Conceptual skills

5. Criminal justice organizations
   1. Current status: authoritarian dominates
   2. Emerging research suggests worker preference for transformational or participative styles