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Chapter 15 leadership
1.
Leadership
Chapter 15
2.
Topics
Leadership Chapter 15 Different leaders behave in different ways – style, need, situation Leadership definition Differences in leadership and management Theories of leadership effectiveness Charismatic and transformational leadership How leaders use power and influence to get things done New leadership approaches for today’s turbulent environment Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2
3.
Leadership Different leaders behave
in different ways – style, need, situation There is probably no topic more important to business success today than leadership leadership occurs among people involves the use of influence is used to attain goals Manager’s Challenge: Aramark Corp. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 3
4.
Nature of Leadership
travel the globe solving problems Leadership is the ability to influence people toward the attainment of organizational goals. Leadership is reciprocal, occurring among people. Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities. Leadership is dynamic and involves the use of power. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 4
5.
Leadership versus Management
Management Leadership Promotes Promotes stability, order vision, and problem creativity, and solving within change existing organizational M L structure and systems Takes care of where you are Takes you to a new place Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 5
6.
Leader versus Manager
Qualities Leader Qualities Manager Qualities SOUL MIND Visionary Rational Passionate Consulting Creative Persistent Flexible Problem solving Inspiring Tough-minded Innovative Analytical Courageous Structured Imaginative Deliberate Experimental Authoritative Initiates change Stabilizing Personal power Position power Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12 Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 6
7.
Leadership Traits
Traits - distinguishing personal characteristics, such as intelligence, values and appearance Great Man approach - early research focused on leaders who had achieved a level of greatness – Find out what made them great – Find people with same traits Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 7
8.
Personal Characteristics of
Leaders Physical Characteristics Personality Social Characteristics Energy Self-confidence Sociability, interpersonal skills Physical stamina Honesty & integrity Cooperativeness Enthusiasm Ability to enlist cooperation Desire to lead Tact, diplomacy Social Background Independence Education Mobility Intelligence and Ability Work-related Characteristics Judgment, Achievement drive decisiveness Drive to excel Knowledge Conscientiousness in pursuit of goals Intelligence, cognitive Persistence against obstacles, tenacity ability Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983). Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 8
9.
Behavioral Approaches
Ohio State Studies Consideration: people-oriented behavior – Is mindful of subordinates – Establishes mutual trust – Provides open communication – Develops teamwork Initiating Structure: task-oriented behavior – Directs subordinate work activities toward goal attainment – Typically gives instructions, spends time planning, and emphasizes deadlines – Provides explicit schedules of work activities Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 9
10.
Behavioral Approaches
Michigan State Studies At about the same time as Ohio State Studies University of Michigan compared the behavior of effective and ineffective supervisors Employee-centered leaders – leaders who establish high performance goals and displayed supportive behavior toward subordinates Job-centered leaders – leaders who favor meeting schedules, keeping costs low and achieving production efficiency Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 10
11.
The Leadership Grid
Blake and Mouton; University of Texas Two-dimensional leadership theory that measures the leader’s concern for people and for production Builds on the work of Ohio State and Michigan State studies Experiential Exercise: T-P Leadership Questionnaire Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 11
12.
The Leadership Grid
High Leadership Grid 1,9 Country Club Management Team Management 9,9 Thoughtful attention to the Work accomplishment is from needs of people for satisfying committed people; interdependence relationships leads to a com- through a “common stake” in fortable, friendly organization organization purpose leads to atmosphere and work tempo. Concern for People relationships of trust and respect. 5,5 5,5 Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of Impoverished people at a satisfactory level. Authority-Compliance Management Efficiency in operations Exertion of minimum effort results from arranging to get required work done conditions of work in such a is appropriate to sustain way that human elements organization membership. interfere to a minimum Low 1,1 degree. 9,1 Low Concern for Production High Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 12
13.
Contingency Approaches -
the relationship between leadership styles and specific organizational situations Fiedler’s Contingency Theory Hersey and Blanchard’s Situational Leadership Theory Evans and House Path-Goal Theory Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 13
14.
Contingency Theory
A Leader needs to know Whether they have a relationship- or task-oriented style And should diagnose the situation and determine the favorableness of the following three areas Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 14
15.
Situational Leadership Theory
Links leader’s behavioral style with subordinates’ task readiness Follower Characteristics Low Readiness Level Appropriate Leader Style Low Readiness Level Telling Moderate Readiness Level Selling High Readiness Level Participating Very High Readiness Level Delegating Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 15
16.
Path-Goal Theory
- Leader’s responsibility is to increase motivation by clarifying the behaviors necessary for task completion and reward Source: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985), 26-40. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 16
17.
Path-Goal Theory
Leader Behaviors Classification of (4) leader behaviors Supportive leadership: - Leader behavior that shows concern for subordinates - Open, friendly, and approachable - Creates a team climate - Treats subordinates as equals Directive leadership: - Tells subordinates exactly what they are supposed to do - Planning, making schedules, setting performance goals, and behavior standards Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 17
18.
Path-Goal Theory
Leaders Behaviors Classification of (4) leader behaviors Participative leadership: … Consults with his or her subordinates about decisions Achievement-oriented leadership: … Sets clear and challenging goals for subordinates … Behavior stresses high-quality performance Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 18
19.
Path-Goal Situations &
Preferred Leader Behavior Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 19
20.
Leading Change
Transactional Leaders A leader who clarifies role and task requirements Initiates structure Provides rewards And displays consideration for subordinates Meet the social needs of subordinates Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 20
21.
Leading Change
Charismatic Leaders A leader who has the ability to motivate subordinates to transcend their expected performance Tend to be less predictable than transactional leaders Create an atmosphere of change May be obsessed by visionary ideas Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 21
22.
Leading Change
Transformational Leader Similar to charismatic leaders A leader distinguished by their special ability to bring about innovation and change by Recognizing followers’ needs and concerns Helping them look at old problems in new ways Encouraging them to question the status quo Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 22
23.
Sources of Power
Legitimate Power: power coming from a formal management position. Reward Power: stems from the authority to bestow rewards on other people. Coercive Power: the authority to punish or recommend punishment. Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers. Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 23
24.
Post-Heroic Leadership
for Turbulent Times The turbulence and uncertainty of the environment in which most organizations are operating is a significant influence on leadership styles Post-heroic leader’s major characteristic is humility • Humility – being unpretentious and modest rather than arrogant and prideful Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 24
25.
Post-Heroic Leadership
for Turbulent Times Five Approaches of Post-Heroic Leadership for Turbulent Time 1. Servant Leadership – a leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission 2. Level 5 Leadership – a leader who builds an enduring great organization through a combination of humility and professional resolve Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 25
26.
Post-Heroic Leadership
for Turbulent Times 3. Interactive Leadership – a leader characterized by values such as inclusion, collaboration, relationship building and caring 4. E-Leadership – a leader who uses information technology as a means to achieve organizational goals 5. Moral Leadership – distinguishing between right and wrong and choosing to do right in the practice of leadership Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 26
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