Learning Outcomes

• Explain the trait theory of leadership, and discuss behavioural leadership theory.
• Explain, according to Fiedler's contingency model, how leadership style interacts with situational control.
• Describe how charismatic leadership transforms followers and work groups.
• Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
• Review the principles of servant-leadership and superleadership.

Chapter Summary

1. Explain the trait theory of leadership, and discuss behavioural leadership theory. Initially, it was believed that leaders possessed inborn traits that made them successful. However, researchers were unable to uncover a consistent set of traits that accurately predicted leadership success. Studies of leadership behaviour revealed that there were two key independent dimensions of leadership behaviour: consideration (employee-centred) and initiating structure (task-centred). The behavioural studies made it clear that leaders are made, not born, as trait theory had previously proposed. However, research did not support the premise that there is one best behavioural style of leadership.

2. Explain, according to Fiedler's contingency model, how leadership style interacts with situational control. Fiedler believes leader effectiveness depends on an appropriate match between leadership style and situational control. Leaders are either task-motivated or relationship-motivated. Situation control is composed of leader-member relations, task structure, and position power. Task-motivated leaders are effective under situations of both high and low control. Relationship-motivated leaders are more effective when they have moderate situational control.

3. Describe how charismatic leadership transforms followers and work groups. Individual and organizational characteristics influence whether managers exhibit charismatic leadership, which is composed of three sets of leader behaviour-vision, high expectations, and modelling desired behaviour. These leader behaviours, in turn, positively affect followers' and work groups' goals, values, beliefs, aspirations, and motivation. These positive effects are then associated with a host of preferred outcomes.

4. Explain the leader-member exchange model (LMX) of leadership and the substitutes for leadership. The LMX model revolves around the development of dyadic relationships between managers and their direct reports. These leader-member exchanges qualify as either in-group or out-group relationships. Substitutes for leadership represent a variety of situational variables that can substitute for, neutralize, or enhance the effects of leadership. These substitutes contain characteristics of the subordinates, the task, and the organization.

5. Review the principles of servant-leadership and superleadership. Servant-leadership is more a philosophy than a testable theory. It is based on the premise that great leaders act as servants, putting the needs of others, including employees, customers, and community, as their first priority. A superleader is someone who leads others to lead themselves. Superleaders empower followers by acting as a teacher and coach rather than as a dictator and autocrat.