Book used: Pierce & Nordstrom (2011) Leaders and the leadership process

1. Today we talk about: Leader Behavior and the importance of context Diogo Andrade & Franziska Becker And applying! Welcome to our facilitation!

2. What is leadership? How does it look like to be a good leader? When do I feel being well led? Why is my leader a good leader? Why is my team a good team?

3. Did you make any experiences with good or bad leader behavior? Experience is a great teacher. John Legend

4. Today: Chapter 7: Leadership & Leader Behaviors Chapter 8: Contingency & Path- Goal Theories of leadership

7. 4- Factor Theory Bowers & Seashore (1966) Organizational Effectiveness

11. Deeper insights to Bower & Seashore (1966) Performance factors Satisfaction factors

12. Goal emphasis (def.) - Behavior that stimulates an enthusiasm for meeting the group's goal or achieving excellent performance. Interaction facilitation (def.) – Behavior that encourages members of the group to develop close, mutually satisfying relationships. Did you all understand the results?

13. General conclusion It is interesting, that the best predictor is the best peer measure of possible leadership effectiveness If you want the people who work for you to behave in a certain way, model that behaviour yourself.

14. LSH patterns Employee Grievances & Turnover Fleishman & Harris (1962)

15. Leadership patterns/ behavior Group behavior Consideration Structure Grievances Turnover

16. “ Thus, it appears that for neither Consideration nor Structure is there an “optimum” point in the middle of the range below and above which grievances rise” Given our last session on leader emergence can you think of a sound reasoning for this result?

17. Grievances Turnover Escape of a problem in absence of mutual trust Little increase in grievances and turnover when… High structure is seen as threat when…

18. Leadership patterns/ behavior Group behavior Consideration Structure Grievances Turnover Physical & Mental health ? Possible mediator: Follower’s emotions?

20. Leader Self- Sacrifice & Leadership Effectiveness De Cremer & Knippenberg (2004)

21. ‘‘ leadership involves persuading other people to set aside for a period of time their individual concerns and to pursue a common goal that is important for the responsibilities and welfare of a group’’ (Hogan, Curby, & Hogan, 1994, p. 493; Chapter 7) Leadership Femininity has been associated with an expressive orientation, an affective concern for the welfare of others (Gershenoff & Foti, 2003; Chapter 4) ‘‘ Behavior indicative of friendship, mutual trust, respect and warmth.” (Pierce & Nordstrom, 2011; Chapter 7 ) Femininity Consideration ‘‘ e.g. charisma, expertise, friendship.” (Pierce & Nordstrom, 2011; Chapter 6 ) Personal Power ‘‘ Self- sacrificial leader is able to motivate followers to go beyond their self- interest and to look to the welfare of the collective (..)” (Pierce & Nordstrom, 2011; Chapter 6 ) Self- Sacrifice

22. Attributes of a social nature Leader’s display of self- confidence in pursuit of collective goals communicate the likelihood or expectation of collective success Self- confidence The accelerator/ the communicator/ the motivator

23. It is not that complex … Self – sacrifice = the collective is valuable = “A leader needs follower to be a leader” Self- confidence = expectation of collective success = communicating (an exchange tool) goals Leadership effectiveness Collective identification

24. How does this look like in real life?

25. A more holistic view on leadership effectiveness Klenke, 2007 We need leaders who have a deep sense of purpose and are true to their core values . George suggested that corporate boards choose authentic leaders for (..) values and ability to motivate employees to create genuine value for customers.

27. Influence of Leader Behaviors on the Leader-Member Exchange Relationship Gary Yukl, Mark O´Donnel, and Thomas Taber (2009)

28. Antecedent

29. Influence of Leader Behaviors on the Leader-Member Exchange Relationship Transformational Leadership behavior is associated with high LMX Supporting - Acting considerate, showing sympathy and support when someone is upset or anxious, and providing encouragement and support when there is a difficult, stressful task Recognizing - Providing praise and recognition for effective performance, significant achievements, special contributions, and performance improvements Developing - Providing coaching and advice, providing opportunities for skill development, and helping people learn how to improve their skills Consulting - Checking with people before making decisions that affect them, encouraging participation in decision making, and using the ideas and suggestions of others Delegating - Assigning new responsibilities and additional authority to carry them out, and trusting people to solve problems and make decisions without getting prior approval

30. http://onlinelibrary.wiley.com/doi/10.1111/j.1559-1816.1997.tb00643.x/pdf identified specific types of relations-oriented behavior that managers can use to improve their exchange relationship … outcomes such as increased job satisfaction, task motivation, and performance by subordinates

31. Today: Chapter 7: Leadership & Leader Behaviors Chapter 8: Contingency & Path- Goal Theories of leadership

32. “ as conditions change, so do the leadership needs that are created and the leader behaviors that will prove effective” – book- pg 194 “ the context creates a unique set of group need, which then calls for a different approach to leadership” – Stogdill (1948)

33. Self Assessment exercise: Least Preferred Co-Worker (LPC) Masculinity – Associated with an instrumental orientation, a cognitive focus on getting the job done Femininity – Associated with an expressive orientation, an affective concern for the welfare of others Low LPC- leaders are more task oriented High LPC- Leaders are more relationship oriented

34. Path-Goal Theory of Leadership Robert J. House & Terence R. Mitchell (1974) Effects of supervisory training concluded that the effects of supervisory training in modifying behavior were very short lived and did not improve performance

35. Path- Goal Theory of Leadership Leaders are effective because of impact on subordinates: Motivation Performance Satisfation

36. Path- Goal Theory of Leadership

37. Path- Goal Theory of Leadership Not enough evidence for supportive leadership Achievement oriented leadership- followers confident that their efforts would pay-off in effective performance Leader Directiveness Supportive Leadership Achievement Oriented Leadership Participative Leadership Locus of Control Internal X External X Ability High - Low Task autonomy X stressful, frustrating or dissatisfying X non-repetitive X ambiguous task X X X clear task Structure Low X High Result: satisfaction satisfaction performance satisfaction performance

38. Path- Goal Theory of Leadership » make connection to leadership styles.. In order to get the answer: It all depends - sentence pg 204

39. How Do You Make Leaders More Effective? New answers to an old puzzle Fred E. Fiedler (1972) Effects of supervisory training concluded that the effects of supervisory training in modifying behavior were very short lived and did not improve performance

40. Are leadership training programs irrelevant?

42. Contingency theory of leadership:

43. How Do You Make Leaders More Effective? New answers to an old puzzle