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Answer the three case questions in your textbook (also posted below). Please type this in Word and upload here. The instructions state to be as specific as possible in your responses and to provide concrete suggestions/examples in your answers. There is no specific requirement with respect to “length of answers”; however to fully answer these case questions you must provide sufficient detail and explanations (i.e., one or two sentences is most likely insufficient).What accounts for Andy’s success in the restaurant business?From a skills perspective, how would you describe the three managers, Kelly, Danielle, and Patrick? What does each of them need to do to improve his or her skills?How would you describe Andy’s competencies? Does Andy’s leadership suggest that one does not need all three skills to be effective?PLEASE NOTE: Turnitin is enabled for this assignment. If the Turnitin score is greater than 20 this is indicative of plagiarism and may receive a score of 0. To avoid this issue make sure your Turnitin score is < 20. This may require that you not restate the questions from the text.
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Chapter 2: Trait Approach
Overview
Great Person Theories
Historical Shifts in Trait Perspective
What Traits Differentiate Leaders From
Nonleaders?
How Does the Trait Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Great Person Theories
Trait Approach: one of the first systematic
attempts to study leadership
“Great Man” Theories (early 1900s)
Focused on identifying innate
qualities and characteristics
possessed by great social, political,
& military leaders
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Historical Shifts in Trait Perspective
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Major Leadership Traits
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
Intelligence – Verbal, perceptual, and reasoning
capabilities. Ex. Steve Jobs
Self-Confidence – Certainty about one’s
competencies and skills. Ex. Steve Jobs
Determination – Desire to get the job done (i.e.,
initiative, persistence, drive). Ex. Dr. Paul Farmer
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Major Leadership Traits
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
Integrity – The quality of honesty and
trustworthiness. Ex. Character Counts! program
Sociability – Leader’s inclination to seek out
pleasant social relationships. Ex. Michael Hughes,
university president
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
5-Factor Personality Model & Leadership
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
5-Factor Personality Model & Leadership
Big Five & Leadership Study Using Meta-Analysis
(Judge et al., 2002)
Results – a strong relationship between personality
traits and leadership
Extraversion – factor most strongly associated with
leadership
Most important trait of effective leaders
Conscientiousness – second most related factor
Openness – next most related
Low Neuroticism
Agreeableness – only weakly related to leadership
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Emotional Intelligence & Leadership
Definition
Underlying Premise
Ability to perceive and:
apply emotions to life’s tasks
reason/understand emotions
express emotions
use emotions to facilitate
people who are more
sensitive to their
emotions & their impact
on others will be more
effective leaders
thinking
manage emotions within oneself
and relationships
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Different Ways to Measure EQ
MSCEIT: EQ as a set of mental abilities
to perceive, facilitate, understand, and manage emotion
Goleman (1995, 1998): EQ as a set of personal and
social competencies
self-awareness, confidence, self-regulation, conscientiousness,
and motivation
Shankman & Allen (2002): EQ as awareness of three
aspects of leadership
context, self, and others
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does the Trait Approach Work?
Focus of Trait Approach
Strengths
Criticisms
Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Focus of Trait Approach
Leader
Personality Assessments
Focuses exclusively
Organizations use personality
assessments to find “right” people
on leader
What traits leaders
exhibit
Who has these traits
Assumption – will increase
organizational effectiveness
Specify characteristics/traits for
specific positions
• Personality assessment
measures for “fit”
• Instruments: LTQ, Myers-Briggs
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
Intuitively appealing
Perception that leaders
are different in that they
possess special traits
People “need” to view
leaders as gifted
Highlights leadership
Credibility due to a
Provides benchmarks for
century of research
support
what to look for in a leader
component in the
leadership process
Deeper level understanding
of how leader/personality is
related to leadership process
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms
Fails to delimit a
List of most important
definitive list of
leadership traits
leadership traits is highly
subjective
Endless lists have
Much subjective experience &
emerged
Doesn’t take into
account situational
effects
Leaders in one situation
may not be leaders in
another situation
observations serve as basis
for identified leadership traits
Research fails to look at
traits in relationship to
leadership outcomes
Not useful for training &
development
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Application
Provides direction as to which traits are
good to have if one aspires to a
leadership position
Through various tests and questionnaires,
individuals can determine whether they
have the select leadership traits and can
pinpoint their strengths and weaknesses
Leadership Traits
• Intelligence
• Self-Confidence
• Determination
• Integrity
• Sociability
Can be used by managers to assess where they stand
within their organization and what is needed to strengthen
their position
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Chapter 3: Skills Approach
Overview
Skills Approach Perspective
Three-Skill Approach (Katz, 1955)
Skills-Based Model (Mumford et al., 2000)
How Does the Skills Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Skills Approach Description
Perspective
Definition
Leader-centered
Leadership skills-
perspective
Emphasis on skills
and abilities that
can be learned and
developed
The ability to use one’s
knowledge and
competencies to
accomplish a set of
goals and objectives
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Three-Skill Approach (Katz, 1955)
Technical Skill
Human Skill
Conceptual Skill
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Basic Administrative Skills – Katz (1955)
Leaders need
all three skills—
but relative
importance
changes based
on level of
management
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Technical Skill
Having knowledge about and being proficient in a
specific type of work or activity.
Specialized competencies
Analytical ability
Use of appropriate tools and techniques
Technical skills involve hands-on ability with a product or
process
Most important at lower levels of management
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Human Skill
Having knowledge about and being able to work
with people.
Being aware of one’s own perspective and others’
perspectives at the same time
Assisting group members in working cooperatively to
achieve common goals
Creating an atmosphere of trust and empowerment of
members
Important at all levels of the organization
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Conceptual Skill
the ability to do the mental work of shaping
meaning of organizational policy or issues (what
company stands for and where it’s going)
Works easily with abstraction and hypothetical
notions
Central to creating and articulating a vision and
strategic plan for an organization
Most important at top management levels
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Skills-Based Model
Skills Model Perspective
Competencies
Individual Attributes
Leadership Outcomes
Career Experiences
Environmental Influences
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Skills Model Description
(Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000)
Perspective
Skills-Based Model of
Leadership
Capability model goal: to identify the
Examines relationship
leadership factors that create between a leader’s
exemplary job performance in knowledge & skills & the
an organization
leader’s performance.
Emphasizes the capabilities
Suggests many people have
that make effective
the potential for leadership
leadership possible rather
than what leaders do
Research studies (1990s)
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Competencies Skills
Problem Solving
Social Judgment
Knowledge
Creative ability to
solve
new/unusual, illdefined
organizational
problems
Capacity to understand
people and social
systems
– Perspective taking
The accumulation of
information & the
mental structures to
organize the
information
– Social perceptiveness
– Behavioral flexibility
– Social performance
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Individual Attributes
General Cognitive
Ability
Crystallized
Cognitive Ability
Person’s intelligence
Intellectual ability
learned or
acquired over
time
• Perceptual
processing
• Information
processing
• General reasoning
• Creative & divergent
thinking
Motivation
Personality
Three aspects
of motivation
Any characteristic
that helps people
cope with complex
organizational
situations is
probably related to
leader
performance
•Willingness
•Dominance
•-Social good
• Memory
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership Outcomes
Problem Solving
Criteria = originality & quality of
solutions to problem situations –
good problem solving involves
creating solutions that are:
– Logical
Performance
Degree to which a
leader has
successfully
performed his/her
assigned duties
– Effective
– Unique
– Go beyond given information
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Career Experiences
Challenging
Assignments
Mentoring
Appropriate
Training
Hands-on
Experience with
Novelty
Experience gained during career influences leader’s
knowledge & skills to solve complex problems
Leaders learn and develop higher levels of conceptual
capacity if they progressively confront more complex and
long-term problems as they ascend the organizational
hierarchy
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Environmental Influences
Factors in a leader’s situation that lie
outside of his or her competencies,
characteristics, and experiences
– Internal environmental influences – Ex.
Outdated technology, skill level of
employees
– External environmental influences – Ex.
Economic, political, or social issues; natural
disasters
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does the Skills Approach Work?
Focus of Skills Approach
Strengths
Criticisms
Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Skills Approach
Focus
Focus is primarily
descriptive – it
describes leadership
from skills perspective
Provides structure for
understanding the
nature of effective
leadership
Principal Research
Perspectives
Katz (1955) suggests importance of
particular leadership skills varies
depending where leaders reside in
management hierarchy
Mumford, Campion, & Morgeson, (2007)
suggest higher levels of all skills needed at
higher levels of hierarchy
Mumford, Zaccaro, Harding et al. (2000)
suggest leadership outcomes are direct
result of leader’s skilled competency in
problem solving, social judgment, &
knowledge
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
First approach to conceptualize and create a
structure of the process of leadership around skills
Describing leadership in terms of skills makes
leadership available to everyone
Provides an expansive view of leadership that
incorporates wide variety of components (i.e.,
problem-solving skills, social judgment skills)
Provides a structure consistent with leadership
education programs
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms
Breadth of the skills approach appears to extend
beyond the boundaries of leadership, making it
more general, less precise
Weak in predictive value; does not explain how
skills lead to effective leadership performance
Skills model includes individual attributes that are
trait-like
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Application
The Skills Approach provides a way to delineate the
skills of a leader
It is applicable to leaders at all levels within the
organization
The skills inventory can provide insights into the
individual’s leadership competencies
Test scores allow leaders to learn about areas in
which they may wish to seek further training
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Chapter 4: Behavioral Approach
Overview
Behavioral Approach Perspective
Ohio State Studies
University of Michigan Studies
Blake & Mouton’s Leadership Grid
How Does the Style Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Behavioral Approach Description
Perspective
Emphasizes the
behavior of the
leader
Focuses
exclusively on
what leaders do
and how they act
Definition
Composed 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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Blake & Mouton’s 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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Authority-Compliance (9,1)
Definition
Efficiency in operations results
from arranging conditions of
work such that human
interference is minimal
Role Focus
Heavy emphasis on task and job
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, hard-driving, &
overpowering
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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
Deemphasizes 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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Middle-of-the-Road (5,5)
Definition
Role Focus
Adequate organizational
Leaders who are compromisers;
performance possible
through balancing the
necessity of getting work
done while maintaining
satisfactory morale
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”
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Team (9,9)
Definition
Work accomplished
through committed people;
interdependence via a
“common stake” in the
organization’s purpose,
which leads to
relationships of trust and
respect
Role Focus
Strong emphasis on both tasks
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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Opportunism
Definition
Role Focus
People adapt and shift
Performance occurs according to a
to any grid style needed
to gain maximum
advantage
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
Leaders usually have a
dominant grid style used in
most situations and a backup
style that is reverted to when
under pressure
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does the Behavioral Approach
Work?
Focus of Behavioral Approach
Strengths
Criticisms
Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Behavioral Approach
Focus
Overall Scope
Primarily a framework
Offers a general means of
for assessing
leadership as behavior
with a task and
relationship dimension
assessing the behaviors of
leaders
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
Behavioral 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 behavioral 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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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