mg 371 ch10
Post on 18-Jul-2015
78 Views
Preview:
TRANSCRIPT
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leaders and Leadership
Chapter Ten
10-2
Learning Objectives
LO10-1 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.
LO10-2 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the
trait and behavioral models of leadership
10-3
Learning Objectives (cont.)
LO10-3 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations
LO10-4 Describe what transformational leadership is, and explain how managers can engage in it
LO10-5 Characterize the relationship between gender and leadership and explain how emotional intelligence may contribute to leadership effectiveness.
10-4
The Nature of Leadership
Leadership
The process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals
10-5
The Nature of Leadership
Leader
An individual who is able to exert influence over other people to help achieve group or organizational goals
10-6
The Nature of Leadership
Personal Leadership Style
The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management.
The challenge is for managers at all levels to develop an effective personal management style
10-7
The Nature of Leadership
Servant leaders
leader who has a strong desire to serve and work for the benefit of others
shares power with followers
strives to ensure that followers’ most important needs are met
10-8
Discussion Question
What culture has the most effective leadership style?
A. Japanese
B. European
C. United States
D. Middle Eastern
10-9
Leadership Across Cultures
Leadership styles may vary among different countries or cultures
European managers tend to be more people-oriented than American or Japanese managers
Japanese managers are group-oriented, while U.S managers focuses more on profitability
Time horizons also are affected by cultures
10-11
Question?
What type of power is the ability of a manager to give or withhold tangible and intangible rewards?
A. Reward
B. Coercive
C. Expert
D. Legitimate
10-12
Power: The Key to Leadership
Legitimate Power
The authority that a manager has by virtue of his or her position in an organizational hierarchy
Reward Power
The ability of a manager to give or withhold tangible and intangible rewards
10-13
Power: The Key to Leadership
Coercive Power
The ability of a manager to punish others
Expert Power
Power that is based on special knowledge, skills, and expertise that a leader possesses
10-14
Power: The Key to Leadership
Referent Power
Power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.
10-15
Empowerment: An Ingredient in Modern Management
Empowerment
the process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs
10-16
Empowerment: An Ingredient in Modern Management
Empowerment:
Increases a manager’s ability to get things done
Increases workers’ involvement, motivation, and commitment
Gives managers more time to concentrate on their pressing concerns
10-17
Leadership Models
Trait Model
Focused on identifying personal characteristics that cause effective leadership.
Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.
10-18
Question?
Which leadership model identifies the two basic types of behavior that many leaders engaged in to influence their subordinates?
A. Fiedler
B. Path-Goal
C. Behavioral
D. Trait
10-19
The Behavior Model
Behavioral Model
Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates
10-20
The Behavior Model
Consideration
behavior indicating that a manager trusts, respects, and cares about subordinates
Initiating structure
behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective
10-21
Contingency Models of Leadership
Contingency Models
Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place
10-22
Contingency Models of Leadership
Fiedler’s Model
Personal characteristics can influence leader effectiveness
Leader style is the manager’s characteristic approach to leadership
10-23
Contingency Models of Leadership
Relationship-oriented style
leaders concerned with developing good relations with their subordinates and to be liked by them.
Task-oriented style
leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment
10-24
Fiedler’s Model
Leader–member relations
The extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading.
Task structure
the extent to which workers tasks are clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it
10-25
Fiedler’s Model
Position Power the amount of legitimate, reward, and coercive power
leaders have by virtue of their position
Leadership situations are more favorable for leading when position power is strong.
10-27
House’s Path-Goal Theory
A contingency model of leadership proposing the effective leaders can motivate subordinates by:
1.Clearly identifying the outcomes workers are trying to obtain from their jobs.
2.Rewarding workers for high-performance and goal attainment with the outcomes they desire
3.Clarifying the paths to the attainment of the goals, remove obstacles to performance, and express confidence in worker’s ability.
10-28
House’s Path-Goal Theory
Directive behaviors
setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance
Supportive behavior
expressing concern for subordinates and looking out for their best interests
10-29
House’s Path-Goal Theory
Participative behavior
giving subordinates a say in matters that affect them
Achievement-oriented behavior
Setting very challenging goals, believing in worker’s abilities
10-30
The Leader Substitutes Model
Leadership Substitute
A characteristic of a subordinate or characteristic of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary
10-31
The Leader Substitutes Model
Possible substitutes can be found in:
Characteristics of the subordinates: their skills, experience, motivation.
Characteristics of context: the extent to which work is interesting and fun.
10-32
Transformational Leadership
Transformational leadership
Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker
Makes subordinates aware of their own needs for personal growth and development
Motivates workers to work for the good of the organization, not just themselves
10-33
Being a Charismatic Leader
Charismatic Leader
An enthusiastic, self-confident transformational leader who is able to clearly communicate his or her vision of how good things could be
10-34
Stimulating Subordinates Intellectually
Intellectual Stimulation
Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision
10-35
Engaging in Developmental Consideration
Developmental Consideration
Behavior a leader engages in to support and encourage followers and help them develop and grow on the job
10-36
Transactional Leadership
Transactional Leaders
Leaders that motivate subordinates by rewarding them for high performance and reprimanding them for low performance
10-37
Gender and Leadership
The number of women managers is rising but is still relatively low in the top levels of management.
Stereotypes suggest women are supportive and concerned with interpersonal relations.
Men are stereotypically viewed as being directive and focused on task accomplishment.
10-38
Emotional Intelligence and Leadership
The Moods of Leaders:
Groups whose leaders experienced positive moods had better coordination
Groups whose leaders experienced negative moods exerted more effort
10-39
Emotional Intelligence and Leadership
Emotional Intelligence
Helps leaders develop a vision for their firm
Helps motivate subordinates to commit to the vision
Energizes subordinates to work to achieve the vision
10-40
Video: Japan CEO
Why does the CEO of Japan Airlines take a bus to work?
What style of leadership does, CEO Naruka Nishimatsu, exhibit to his employees?
top related