12-11 Leader Behavior: Cause or Effect Overall, research on the cause-effect issues is still quite limited. Results of one recent field study suggests that o Leader consideration behavior causes subordinate satisfaction Follower performance causes changes in leader 's emphasis Further examination of reciprocal causation" needed e Reciprocal causation-leader behavior causes follower behavior and vice versa Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. Allrgnits reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12-11 Leader Behavior: Cause or Effect ⚫ Results of one recent field study suggests that: ⚫ Leader consideration behavior causes subordinate satisfaction ⚫ Follower performance causes changes in leader’s emphasis ⚫ Further examination of “reciprocal causation” needed ⚫ Reciprocal causation - leader behavior causes follower behavior and vice versa Overall, research on the cause-effect issues is still quite limited
12-12 Charismatic Leadership A leader who creates an atmosphere of motivation based on an emotional commitment and identity to his or her vision, philosophy, and style on the part of followers. TWOTYPES: Visionary Charismatic Leaders o Having the ability to see both the big picture and the opportunities the big picture presents. Crisis-Based Charismatic Leaders o Having an impact when faced with situations lacking adequate knowledge, resources, or procedures Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12-12 Charismatic Leadership A leader who creates an atmosphere of motivation based on an emotional commitment and identity to his or her vision, philosophy, and style on the part of followers. Visionary Charismatic Leaders ⚫ Having the ability to see both the big picture and the opportunities the big picture presents. Crisis-Based Charismatic Leaders ⚫ Having an impact when faced with situations lacking adequate knowledge, resources, or procedures TWO TYPES:
12-13 Transactional and Transformational Leadership TRANSACTIONAL TRANSFORMATIONAL LEADERSHIIP LEADERSHIP The leader helps the The leader persuades follower identify what must followers to work hard to be done to accomplish the achieve the goals envisioned desired results The leaders vision provides Better quality output the follower with motivation More sales or services for hard work that is self- Reduced cost of rewarding(internal) production Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12-13 TRANSFORMATIONAL LEADERSHIP Transactional and Transformational Leadership •The leader helps the follower identify what must be done to accomplish the desired results: •Better quality output •More sales or services •Reduced cost of production •The leader persuades followers to work hard to achieve the goals envisioned. •The leader’s vision provides the follower with motivation for hard work that is selfrewarding (internal) TRANSACTIONAL LEADERSHIP
12-14 Transactional Leadership L: Recognizes what F L: Recognizes what must do to attain Feeds designated outcomes L=Leader L Clarifies how F's need L: Clarifies f’s F=Follower fulfillment will be exchanged role for enacting role to attain designated outcomes F: Feels confidence in F: Recognizes value of meeting role designated outcomes(need requirements fulfilling value for F) F: Develops motivation to attain desired outcomes Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. Alrgnits reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12-14 Transactional Leadership L = Leader F = Follower L: Clarifies how F’s need fulfillment will be exchanged for enacting role to attain designated outcomes F: Recognizes value of designated outcomes (needfulfilling value for F) L: Recognizes what F needs F: Feels confidence in meeting role requirements L: Clarifies F’s role L: Recognizes what F must do to attain designated outcomes F: Develops motivation to attain desired outcomes
12-15 Transformational Leadership Charisma Individual attention Five Descriptive itellectual stimulation Factors Contingent reward Management by exception Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12-15 Transformational Leadership Individual attention Charisma Intellectual stimulation Contingent reward Management by exception Five Descriptive Factors