Description
Review Case Study 6.1 in Chapter 6 of your textbook entitled, Three Shifts, Three Supervisors.Answer the three case questions in your textbook (also listed 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).1. Based on the principles of path-goal theory, describe why Art and Bob appear to be less effective than Carol.2. How does the leadership of each of the the three supervisors affect the motivation of their respective followers?3. If you were consulting with Brako about leadership, what changes and recommendations would you make regarding the supervision of Art, Bob, and Carol?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 11: Adaptive Leadership
Overview
Adaptive Leadership Description
A Model of Adaptive Leadership
How Does Adaptive Leadership Work?
Strengths, Criticisms, Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Description
Adaptive Leadership:
Focuses on the adaptations required of people in
response to changing environments
Stresses the activities of the leader in relation to the
work of followers in the contexts in which they find
themselves
Encourages effective change across multiple levels:
self, organizational, community, and societal
Framework developed largely by Heifetz and
associates
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Definition
“The practice of mobilizing people to tackle tough
challenges and thrive.”
Adaptive leaders:
Mobilize
Motivate
Organize
Orient
Focus the attention of others
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Incorporates Four Different Viewpoints
Systems Perspective – Problems are complex with
interconnected parts
Biological Perspective – People develop and evolve by having
to adapt to internal cues and the external environment
Service Orientation – Leadership serves people by diagnosing
their problems and prescribing possible solutions
Psychotherapy Perspective – People adapt successfully
when they face problems directly, distinguish between fantasy and
reality, resolve internal conflicts, and learn new attitudes and
behaviors
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Subset of Complexity Leadership Theory
21st century organizations have knowledge and
information as core commodities rather than production of
goods
Theory includes administrative, adaptive, and enabling
leadership
Focuses on strategies that encourage learning, creativity,
and adaptation in complex organizations
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.
Model of Adaptive Leadership
Situational Challenges
1.
Technical : Problems that are clearly defined with known
solutions that can be implemented through existing
organizational procedures
Example: Issues with newly adopted software at accounting firm. Manager has
authority to address the problem, contact the software company, and have
program modified to meet accountants’ needs.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Adaptive Leadership
Situational Challenges
2.
Technical and Adaptive: Challenges are clearly defined but do
not have straightforward solutions. Leader and followers both
tackle problem.
Example: Hospital wants to change from traditional approach to care to a patientcentered culture. Administration can offer training on how to involve patients in
their own care. Medical staff , patients, and families need to accept the change
and learn how to implement it.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Adaptive Leadership
Situational Challenges
3.
Adaptive: Problems that are not clear- cut or easy to identify.
Example: Hospice care and uncertainty for patients and families about
how and when the patient will die. Many questions about the dying
process, what the loss means, how to prepare for it and cope with it.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Adaptive Leadership
Leader Behaviors
1.
Get on the Balcony
Stepping out of the fray and finding perspective in the midst of a
challenging situation, while still staying connected. Moving back and forth
as participant and observer.
2. Identify Adaptive Challenges
Analyzing and diagnosing challenges. Distinguishing between technical
and adaptive challenges.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Adaptive Leadership
Adaptive Challenges
Use adaptive leadership behaviors for adaptive
challenges and technical leadership for technical
challenges
Technical: Can be fixed with leader’s own expertise and
authority
Adaptive: Value laden and stirs up people’s emotions
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Adaptive Leadership
Four Archetypes of Adaptive Change
1. Gap between espoused values and behavior
When an organization espouses values that it doesn’t in reality support
by its actions. Ex. Claiming to be family-friendly but not providing flextime.
2. Competing commitments
When an organization has numerous commitments and some conflict
with each other. Ex. Wanting to expand services but cutting staff positions
at the same time.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Adaptive Leadership
3.
Speaking the unspeakable
When there are ideas or unpopular ideas or conflicting perspectives that
people don’t dare to address. Ex. People afraid to discuss the failing skills
of an aged, but likable company owner.
4.
Work avoidance
Where people avoid addressing difficult issues by staying in their comfort
zones or by using diversion. Ex. Refusing to confront a skilled employee
whose performance is slacking because he feels the company suffers
from institutional racism.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
1
5
Model of Adaptive Leadership
Leader Behaviors
3.
Regulate Distress
Helping others recognize the need for change but not become
overwhelmed. Monitoring stress and keeping it within a productive range.
a.
b.
c.
Create a holding environment
Provide direction, protection, orientation, conflict management,
productive norms
Regulate personal distress
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Adaptive Leadership
4.
Maintain Disciplined Attention
Encouraging people to focus on the tough work they need to do. Helping
people address change and not avoid it.
Avoidance = ignoring the problem, blaming the problem on authority or
co-workers, attacking those who want to address the problem, pretending
the problem doesn’t exist, working hard in areas unrelated to the problem
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Adaptive Leadership
5. Give the Work Back to the People
Too much leadership and authority can be debilitating, decrease people’s
confidence to solve problems on their own, and suppress their creative
capacities.
Leaders need to be attentive to when they should drop back and let the
people do the work that they need to do.
6. Protect Leadership Voices from Below
Being open to the ideas of people who may be at the fringe,
marginalized, or even deviant in the group or organization.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Adaptive Work
The process toward which adaptive leaders direct their
work.
Grows out of the communication between leaders and
followers but is primarily the work of followers.
Adaptive work is conducted in the holding environment.
Followers are not submissive to leaders; they are the ones
doing adaptive work
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does Adaptive Leadership Work?
Focus is on engaging individuals to do adaptive work
Leaders support followers during changes in the
environment
Leader steps back from situation to gain fresh perspective.
Leader decides whether challenges are technical or
adaptive.
If technical, leader uses authority and expertise to solve.
If adaptive, leader uses several prescribed behaviors to
move the adaptive process forward.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
In contrast to other leadership theories, AL takes a process
approach; leadership is a complex transaction between leaders
and followers.
AL is follower centered. Adaptive leaders mobilize people to
engage in adaptive work.
Helps followers deal with conflicting values that emerge in
changing work environments.
Prescribes useful leadership behaviors.
Contributes concept of a “holding environment” as an integral
part of the leadership process.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms
Very little empirical research has been conducted to test
the claims of the theory.
Model needs to be refined; relationships between factors
need to be clarified.
AL is too wide ranging and abstract.
Doesn’t directly explain how AL incorporates a moral
dimension. Unclear how doing adaptive work leads to
socially useful outcomes.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Application
On individual level, the model provides a
conceptual framework to help us determine types
of challenges and strategies for managing them.
On organizational level, explains a variety of
challenges. Widely used in nonprofits, faithbased organizations, and health care.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Chapter 10: Servant Leadership
Overview
Servant Leadership Description
Servant Leadership Defined
Historical Basis of Servant Leadership
Ten Characteristics of Servant Leadership
Building a Theory about Servant Leadership
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Overview
Building a Model of Servant Leadership
How Does Servant Leadership Work?
Strengths and Criticisms
Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Servant Leadership Description
Servant Leadership – is a paradox: both service and
influence
Interest in Servant Leadership
Most scholarship has been prescriptive, until recently
Past 10 years have clarified the concept and its assumptions
Focuses on leadership from the point of view of the leader and
his/her behaviors
Servant leaders put followers first
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Servant Leadership Defined
Greenleaf Definition:
“Servant leadership begins with the natural feeling that one wants to
serve, to serve first. Then conscious choice brings one to aspire to
lead. . . . The difference manifests itself in the care taken by the
servant—first to make sure that other people’s highest priority
needs are being served. The best test . . . is: do those served grow
as persons; do they, while being served, become healthier, wiser,
freer, more autonomous, more likely themselves to become a
servant? And, what is the effect on the least privileged in society;
will they benefit, or, at least, will they not be further deprived?”
Sometimes treated as a trait, but viewed as a behavior in this
chapter
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Historical Basis of Servant Leadership
Greenleaf Center for Servant Leadership
Advocating for building consensus in groups rather than using
coercive leadership
Inspired by Hesse’s novel, Journey to the East, where the
travelers discovered the true leader of their group was the servant
Leaders have a social responsibility for the “have-nots”
Leaders shift authority to those who are being led
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
10 Characteristics of a Servant Leader
(Spears, 2002)
1.
Listening – acknowledging the viewpoint of followers and
validating these perspectives.
2.
Empathy – “standing in the shoes” of another person
and attempting to see the world from that person’s point
of view.
3.
Healing – in helping followers become whole, servant
leaders are themselves healed.
4.
Awareness – understanding oneself and the impact one
has on others.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
10 Characteristics of a Servant Leader
(Spears, 2002)
5. Persuasion – creates change through gentle,
nonjudgmental argument.
6. Conceptualization – the ability to be a visionary for an
organization.
7. Foresight – the ability to predict what is coming based
on what is occurring in the present and what has
happened in the past.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
10 Characteristics of a Servant Leader
(Spears, 2002)
8. Stewardship – carefully managing the people and
organization one has been given to lead. Holding the
organization in trust for the greater good of society.
9. Commitment to the Growth of People – treating
each follower as a unique person with intrinsic value
beyond what he/she contributes to the organization.
10. Building Community – allowing followers to identify
with something greater than themselves that they
value.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Building a Theory about Servant
Leadership
Greenleaf’s leadership approach – loosely
defined characteristics and normative principles
Servant leadership adopted as guiding
philosophy in many organizations
Recent models of SL developed using multiple
variables
Russell and Stone (2002)
Patterson (2003)
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
SOURCE: Adapted from Liden, R. C., Panaccio, A., Hu, J., & Meuser, J. D. (2014). Servant leadership: Antecedents, consequences, and contextual
moderators. In D. V. Day (Ed.), The Oxford handbook of leadership and organizations. Oxford, England: Oxford University Press; and van
Dierendonck, D. (2011). Servant leadership: A review and syntheses. Journal of Management, 37(4), 1228–1261.
Model of Servant Leadership
(Liden et al., 2008)
Antecedent Conditions (3)
Context and culture
• Organizational context
• Dimensions of culture (e.g., power distance)
Leader attributes
• Traits interact with ability to engage in servant leadership (e.g.,
moral development, emotional intelligence)
Follower receptivity
• Some subordinates do not want to work with servant leaders
• When matched with followers who desire it, servant leadership
has a positive impact on performance and organizational
citizenship behavior
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Servant Leadership
(Liden et al., 2008)
Servant Leader Behaviors (7)
Conceptualizing
• Thorough understanding of the organization
• Ex. Senior nursing supervisor in emergency room
Emotional healing
• Recognizing others’ problems and taking the time to address
them
• Ex. Hospice priest on Chicago’s south side
Putting followers first
• Ex. Widely published health education professor
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Servant Leadership
(Liden et al., 2008)
Helping followers grow and succeed
• Knowing followers’ professional or personal goals
• Ex. High school music teacher
Behaving ethically
• Doing the right thing in the right way
• Ex. CEO and leaked document from rival company
Empowering
• Allowing followers the freedom to be independent,
make decisions on their own, and be self-sufficient
• Ex. College professor with TAs
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Servant Leadership
(Liden et al., 2008)
Creating value for the community
• Intentionally giving back to the community
• Encouraging followers to volunteer for community service
• Ex. Principal of alternative high school
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Servant Leadership
(Liden et al., 2008)
Outcomes (3)
– Follower performance and growth
• Recognizing followers’ contributions and helping them realize their
human potential
• Favorable impact on subordinate in-role performance
• Followers themselves may become servant leaders
– Organizational performance
• Positive relationship between servant leadership and OCB
• Team effectiveness enhanced by increasing members’ shared
confidence that they could be effective
– Societal impact
• Ex. Mother Teresa and Sisters of Charity
• Ex. Southwest Airlines
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does SL Work?
SL is different from many other leadership theories.
It is concerned with putting followers first and the
outcomes that are likely to emerge.
SL works best when leaders are altruistic and have a
strong motivation to help others.
It is important for followers to be receptive to this style of
leadership.
SL results in community and societal change.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
Makes altruism the central component of the
leadership process.
Provides a counterintuitive approach to the use of
influence. Leaders should share control.
SL is not a panacea. It may not be effective when
subordinates are not open to being guided, supported,
and empowered.
Research has resulted in a sound measure of SL— the
SLQ.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms
Because the name appears contradictory, SL may be
seen as whimsical, or not really “leadership.”
Researchers are unable to reach consensus on a
common definition or theoretical framework for SL.
The prescriptive overtone suggests that good leaders
“put others first,” which conflicts with other principles of
leadership such as directing, concern for production,
and so on. It can also sound moralistic, which may deter
some researchers.
Conceptualizing is not unique to servant leaders. It is
unclear why it is included in this model.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Application
SL can be applied at all levels of management and in all
types of organizations.
SL has been used extensively in a variety of
organizations for more than 30 years.
Organizations should be careful to select employees
who (a) are interested in building long-term relationships
with followers and (b) have strong ethics.
SL is taught at many colleges and universities and is
used by numerous independent coaches, trainers, and
consultants.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Chapter 8: Transformational Leadership
Overview
Transformational Leadership (TL) Perspective
A Model of Transformational Leadership
Transformational Leadership Factors
Full Range of Leadership Model
The Additive Effects of TL
Other Transformational Leadership Perspectives
How Does the Transformational Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Transformational Leadership
Description
Process – TL is a process that changes and transforms
individuals
Influence – TL involves an exceptional form of influence
that moves followers to accomplish more than what is
usually expected
Core elements – TL is concerned with emotions, values,
ethics, standards, and long-term goals
Encompassing approach – TL describes a wide range
of leadership influence where followers and leaders are
bound together in the transformation process
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Types of Leadership Defined (Burns, 1978)
TRANSACTIONAL
Focuses on the
exchanges
that occur
between leaders
and their followers
PSEUDOTRANSFORMATIONAL
TRANSFORMATIONAL
Process of
engaging with others
to create a connection that
increases
motivation and morality in
both the leader and the
follower
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Focuses on the
leader’s
own interests
rather than the
interests of his or
her followers
Types of Leadership Defined
(Burns, 1978)
– No new taxes = votes.
– Turn in assignments = grade.
– Surpass goals = promotion.
The exchange dimension is so
common that you can observe
it at all walks of life.
Focuses on the
exchanges
that occur
between leaders
and their followers
TRANSACTIONAL
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Types of Leadership Defined
(Burns, 1978)
Leaders who are
transforming but in a
negative way
self-consumed,
exploitive; poweroriented, with
warped moral values
includes leaders like
Adolph Hitler
Saddam Hussein
Focuses on the
leader’s
own interests
rather than the
interests of his or
her followers
PSEUDOTRANSFORMATIONAL
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Pseudotransformational (Christie, Barling,
& Turner, 2011)
Four experimental studies => model of
pseudotransformational leadership
1) Self-serving
2) Unwilling to encourage independent thought in
followers
3) Exhibits little general caring for others
4) Uses inspiration and appeal to manipulate followers
for his or her own ends
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Types of Leadership Defined Burns (1978)
❖Leader is attentive to the needs and motives of followers
and tries to help followers reach their fullest potential.
• Mohandas Gandhi raised
the hopes and demands of
millions of his people and in
the process was changed
himself
• Ryan White raised people’s
awareness about AIDS
Process of
engaging with others
to create a connection
that increases
motivation
and morality in both the
leader and the follower
TRANSFORMATIONAL
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Transformational Leadership & Charisma
Definition
Charisma – A special personality characteristic that gives
a person superhuman or exceptional powers and is
reserved for a few, is of divine origin, and results in the
person being treated as a leader (Weber, 1947)
Charismatic Leadership Theory (House, 1976)
Charismatic leaders act in unique ways that have specific
charismatic effects on their followers
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Theory of Charismatic Leadership
(House, 1976)
Theory of Charismatic Leadership
(Shamir, House, & Arthur, 1993)
Later Studies
Charismatic Leadership –
Transforms follower’s self-concepts; tries to link identity
of followers to collective identity of the organization
• Forge this link by emphasizing intrinsic rewards &
de-emphasizing extrinsic rewards
• Throughout process, leaders
▪ Express high expectations for followers
▪ help followers gain sense of self-confidence and self-
efficacy
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Model of Transformational Leadership
(Bass, 1985)
Expanded and refined version of work done by Burns and
House. It included
• More attention to followers’ rather than leader’s needs
• Suggested TL could apply to outcomes that were not positive
• Described transactional and transformational leadership as a
continuum
Extended House’s work by
• Giving more attention to emotional elements & origins of charisma
• Suggested charisma is a necessary but not sufficient condition for
TL
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
TL motivates followers beyond the expected by
▪ raising consciousness about the value and importance of specific and
idealized goals
▪ transcending self-interest for the good of the team or organization
▪ addressing higher-level needs
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Transformational Leadership Factors
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Full Range of
Leadership Model
Transformational Leadership Factors:
The 4 Is
Idealized Influence
Acting as strong role models
High standards of moral and ethical conduct
Making others want to follow the leader’s vision
Inspirational Motivation
Communicating high expectations
Inspiring followers to commitment and engagement in shared
vision
Using symbols & emotional appeals to focus group
members to achieve more than self-interest
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Transformational Leadership Factors:
The 4 Is
Intellectual Stimulation
Stimulating followers to be creative and innovative
Challenging their own beliefs and valuing those of leader and
organization
Supporting followers to
Try new approaches
Develop innovative ways of dealing with organization issues
Individualized Consideration
Listening carefully to the needs of followers
Acting as coaches to assist followers in becoming fully actualized
Helping followers grow through personal challenges
Ex. Showing optimism helps employees become more engaged in their
work (Tims et al., 2011)
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Transactional Leadership Factors
Contingent Reward
The exchange process between leaders and followers in which
effort by followers is exchanged for specified rewards
Management-by-Exception
Leadership that involves corrective criticism, negative feedback, and
negative reinforcement
Two forms
• Active – Watches follower closely to identify
mistakes/rule violations
• Passive – Intervenes only after standards have not been met or
problems have arisen
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Nonleadership Factor
Laissez-Faire
The Absence of Leadership
A hands-off, let-things-ride approach
Refers to a leader who
abdicates responsibility
delays decisions
gives no feedback, and
makes little effort to help followers satisfy their needs
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Bennis & Nanus (1985)
Four Leader Strategies in Transforming
Organizations
Clear vision of organization’s future state
TL’s social architect of organization
Create trust by making their position known
and standing by it
Creatively deploy themselves through positive
self-regard
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Kouzes & Pozner (1987, 2002)
Model consists of five fundamental practices
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does the Transformational
Leadership Approach Work?
Focus of Transformational Leadership
Strengths
Criticisms
Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Transformational Leadership
Overall Scope
Describes how leaders can
initiate, develop, and carry
out significant changes in
organizations
Focus of Transformational
Leaders
TLs empower and nurture
followers
TLs stimulate change by
becoming strong role models for
followers
TLs commonly create a vision
TLs require leaders to become
social architects
TLs build trust & foster
collaboration
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
Broadly researched. TL has been widely researched, including a large
body of qualitative research centering on prominent leaders and CEOs
in major firms.
Intuitive appeal. People are attracted to TL because it makes sense to
them.
Process focused. TL treats leadership as a process occurring between
followers and leaders.
Expansive leadership view. TL provides a broader view of leadership
that augments other leadership models.
Emphasizes followers. TL emphasizes followers’ needs, values, and
morals.
Effectiveness. Evidence supports that TL is an effective form of
leadership.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms
Lacks conceptual clarity
Dimensions are not clearly delimited
Parameters of TL overlap with similar conceptualizations of leadership
Measurement questioned
Validity of MLQ not fully established
Some transformational factors are not unique solely to the transformational
model
TL treats leadership more as a personality trait or predisposition than a
behavior that can be taught
No causal link shown between transformational leaders and changes
in followers or organizations
TL is elitist and antidemocratic
Suffers from heroic leadership bias
Has the potential to be abused
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Application
Provides a general way of thinking about leadership that
stresses ideals, inspiration, innovations, and individual
concerns
Can be taught to individuals at all levels of the organization
Able to positively impact a firm’s performance
May be used as a tool in recruitment, selection, promotion,
and training development
Can be used to improve team development, decisionmaking groups, quality initiatives, and reorganizations
The MLQ and Sosik and Jung (2010) guide help leaders to
target areas of leadership improvement
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Chapter 6: Path-Goal Theory
Overview
Path–Goal Theory Perspective
Conditions of Leadership Motivation
Leader Behaviors & Follower Characteristics
Task Characteristics
How Does PGT Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Path–Goal Theory (House, 1971)
Description
Definition
Path–goal theory centers on how leaders motivate
followers to accomplish designated goals
Emphasizes the relationship between
the leader’s style
the characteristics of the followers
the work setting
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Path–Goal Theory (House, 1971)
Description
Perspective
Goal – To enhance employee performance and satisfaction
by focusing on employee motivation
Motivational Principles (based on Expectancy Theory) –
Followers will be motivated if they believe
they are capable of performing their work
that their efforts will result in a certain outcome
that the payoffs for doing their work are worthwhile
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Challenge to Leader
Use a leadership style that best meets followers’
motivational needs
choose behaviors that complement or supplement what is
missing in the work setting
enhance goal attainment by providing information or
rewards
provide followers with the elements they need to reach
their goals
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Conditions of Leadership Motivation
Leadership generates motivation when
It increases the number and kinds of payoffs followers
receive from their work
Makes the path to the goal clear and easy to travel through
with coaching and direction
Removes obstacles and roadblocks to attaining the goal
Makes the work itself more personally satisfying
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.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leader Behaviors
Directive Leadership
Leader who gives followers task instruction
including:
What is expected of them
How task is to be done
Timeline for task completion
Clear standards of performance
Clear rules & regulations
Peter G. Northou
