ch5 leading

8/18/2019 Ch5 Leading

1/29

Leadersh

ip andtrust


2/29

Leaders and Leadership

Leader – Someone who can influence others

and who has managerial authority.

Leadership – What leaders do; the processof leading a group and influencing that groupto achieve its goals.

Leadership - the ability to influence people

toward the attainment of organizational goals.


3/29

Leadership is mutual (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 ofpower.


4/29

Leadership versus Management

Management power

#ome from organizational structure " its promotes

stability " order and problem solving within the structure.

Leadership power

#ome from personal sources such as personal interestgoals and value " promote vision " creativity and change


5/29

Leadership AcrossCultures

Leadership styles may vary among differentcountries or cultures

– European managers tend to be more people-oriented than American or Japanese managers.

– Japanese managers are group-oriented (teamoriented ) ,

– while U.S managers focuses more on profitability ( money oriented )


6/29

eader versus Manager Qualities

Leader Qualities Manager Qualities

SOUL

Visionary

Passionate

CreativeFlexible

Inspiring

Innovative

CourageousImaginative

Experimental

Initiates change

Personal power

MIND

ational

Consulting

PersistentProblem solving

!ough"minded

#nalytical

$tructuredpurposeful

%eliberate

#uthoritative

$tabili&ing

Position power


7/29

Note that :-

“Not all leaders are managers, nor

are all managers leaders.”


8/29

Leadership Theories or

Models1. Leadership raits theor!". Leadership #eha$ioral theor!

%. &ontingen'! leadership theor!


9/29

1. Leadership raits heor!

$ Leadership Trait Theorists

– Attempt to determine a list of distinctivecharacteristics accounting for leadershipeectiveness.

– Have been unsuccessful in identifying auniversal set of traits that all leaderspossess.

$ Ghiselli Study – Concluded that certain traits are important to

eective leadership; supervisory abilityettin wor done throu h others bein the


10/29

!raits !hat %ifferentiate Leaders from 'onleaders

( Leadership !raits )

*+ %rive ( Motive)

,+ %esire to lead

-+ .onesty and integrity/+ $elf"confidence

0+ Cognitive ability ( intelligence)

1+ 2ob"relevant 3nowledge

4+ Emotional stability


11/29

Personal Characteristics of Leaders

*+ Physical Characteristics. %nergy. &otion. 'hysical stamina

,+ Personality. Self-confidence. onesty integrity. %nthusiasm. *lertness. +riginality. #reativity


12/29

-+ $ocial Characteristics

. Sociability" interpersonal s,ills

. *bility to enlist cooperation. 'opularity " prestige. Social participation. act" diplomacy

/+ Intelligence and #bility

. udgment" determination.

/nowledge. 0ntelligence" cognitive ability. 1luency of speech


13/29

0+ 5or3"related Characteristics

. *chievement drive. 2rive to e3cel. #onscientiousness in pursuit of goals. 'ersistence against obstacles" tenacity


14/29

$ Note that :-

Traits approach has not beensuccessful in eplaining leadership !


15/29

,+ Leadership 6ehavioral Model

– Identifies the t(o )asi' t!pes of behavior thatmany leaders engaged in to influence their

subordinates

*+ Consideration ( employee"centered

leadership behavior )

". Initiating stru'ture * +o)-orientedleadership )eha$ior ,


16/29

*+ Consideration ( employee"centered

leadership behavior )

indicating that a manager trusts"respects" and cares about subordinates

". Initiating stru'ture * +o)-orientedleadership )eha$ior ,

.that managers engage in to ensure thatwor gets done" subordinates performtheir #obs acceptably" and theorgani$ation is e%cient and eective.


17/29

Note that :-"oth behaviors areindependent # $angers can be

high or lo% on behaviors


18/29

6ehavioral approaches that help determine

leadership effectiveness

*+ Consideration7 " people"oriented behavior

. Is mindful of subordinates. Establishes mutual trust.

Provides open communication. %evelops teamwor3


19/29

,+ Initiating $tructure7 tas3"oriented behavior

. %irects subordinate wor3 activities toward

goal attainment

. !ypically gives instructions8 spends time

planning8 and emphasi&es deadlines

. Provides explicit schedules of wor3

activities


20/29

"asic Leadership

Styles&! Autocratic Leader

'! (e$ocratic Leader

)! Laisse*-+aire Leader


21/29

$ Autocratic Leader –&ne who maes all the decisions"

tells employees what to do" andclosely supervises employees.

$ Considered a Theory ,'type

leader.


22/29

$ (e$ocratic Leader – &ne who encourages employee

participation in decisions" wors withemployees to determine what to do" anddoes not closely supervise employees.

$ Considered a Theory 'type leader.


23/29

$ Laisse*-+aire Leader

–&ne who taes a leave'the'employees'alone approach"allowing them to mae the

decisions and decide what to do.


24/29

-+ Contingency !heories of Leadership

!he Fiedler contingency Model Path"goal theory


25/29

-+ Contingency !heories of Leadership

•

!he Fiedler Model (cont9d) 7 putting leader in theright situation

'roposes that effective group performance depends upon

the proper match between the leader4s style of interacting

with followers and the degree to which the situationallows the leader to control and influence

#ssumptions5

* certain leadership style should be most effective indifferent types of situations.

6eaders do not readily change leadership styles.

– &atching the leader to the situation or changing the situation to

ma,e it favorable to the leader is re7uired.


26/29

•!he Fiedler Model (cont9d)

Least"preferred co"wor3er (LPC):uestionnaire

2etermines leadership style by measuring

responses to 89 pairs of contrastingad:ectives.

–.igh score5 a relationship-oriented

leadership style

–Low score5 a tas,-oriented leadership

style


27/29

•Path";oal Model

States that the leader4s :ob is to assist his or her followersin attaining their goals and to provide direction or support

to ensure their goals are compatible with organizational

goals.

6eaders assume different leadership styles at differenttimes depending on the situation5

%irective leader

$upportive leader

Participative leader

#chievement oriented leader


28/29

$upportive leadership7

6eader behavior that shows concern for subordinates

+pen" friendly" and approachable #reates a team climate reats subordinates as e7uals

%irective leadership7

ells subordinates e3actly what they are supposed to do 'lanning" ma,ing schedules" setting performance goals"

and behavior standards


29/29

Participative leadership7

Consults with his or her subordinatesabout decisions

#chievement"oriented leadership7

$ets clear and challenging goals forsubordinates

6ehavior stresses high":uality performance

ch5 leading

Documents