chapter 9 leadership and decision-making

7/29/2019 Chapter 9 Leadership and Decision-Making

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9chapter

Business Essentials, 7th Edition

Ebert/Griffin

2009 Pearson Education, Inc.

Leadership and decision-making

PowerPoint Presentation prepared by

Carol Vollmer Pope Alverno College

Instructor LecturePowerPoints


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The Nature of Leadership

What Is Leadership?

The processes and behaviors used by someone,

such as a manager, to motivate, inspire, and

influence the behaviors of others.

Are Leadership and Management the Same?

No. A person can be a manager, a leader, both, or

neither.



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Source: The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from A Force for Change:

How Leadership Differs from Management, by John P. Kotter, 1990. Copyright 1990 by John P. Kotter, Inc.

TABLE 9.1 Kotters Distinctions Between Management

and Leadership



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Early Approaches to Leadership

Trait Approaches to Leadership

Focused on identifying essential leadership traits

Intelligence, dominance, self-confidence, energy, activity (versus

passivity), and knowledge about the job

Physical traits (height, body shape, handwriting)

Yielded inconsistent results

Recent research has focused on a limited set

of traits

Emotional intelligence, mental intelligence, drive, motivation,

honesty and integrity, self-confidence, knowledge of the business,and charisma



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Early Approaches to Leadership (contd)

Behavioral Approaches to Leadership Focused on the behaviors of effective leaders

versus ineffective leaders

Assumed that the behaviors of effective leaderswould be the same across all situations

Task-focused leader behaviors related to increasing theperformance of employees

Employee-focused leader behaviors related to job

satisfaction, motivation, and well-being of employees



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The Situational Approach to Leadership

Situational Approach

Assumes that appropriate leader behavior varies

from one situation to another

Continuum of leadership behavior

Considers influences of the characteristics of the leader,

subordinates, and the situation

Continuum ranges from having the leader make

decisions alone (i.e., task-focused) to having employees

make decisions with only minimal guidance from the

leader



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Source: Harvard Business Review. An exhibit from How to Choose a Leadership Pattern by Robert Tannenbaum and

Warren Schmidt (May-June 1973). Copyright 1973 by the President and Fellows of Harvard College; all rights reserved.

FIGURE 9.1 The Leadership Continuum



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Leadership Through the Eyes of Followers

Transformational Leadership

The set of abilities that allows a leader to

recognize the need for change, to create a vision

to guide that change, and to execute the change

effectively

Transactional Leadership

Basic management involving routine, regimentedactivities (leading during a period of stability)



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Leadership Through the Eyes of Followers (contd)

Charisma

Charisma: A form of interpersonal attraction that inspires

support and acceptance

Charismatic Leadership Influence based on the leaders personal charisma



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Special Issues in Leadership

Leadership Substitutes Individual, task, and organizational characteristics

that tend to outweigh the need for a leader toinitiate or direct employee performance

Leadership Neutralizers

Various factors that neutralize leadershipbehaviors or render them ineffective

The norms of strongly cohesive groups Elements of the job

Organizational factors



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TABLE 9.2 Leadership Substitutes and Neutralizers



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The Changing Nature of Leadership

Leader as Coach From directive overseer to mentor

Gender

Understanding the differences and dynamics inthe approaches of women and men to leadership

Cross-Cultural Leadership

The effects of an individuals native culture on hisor her approach to leadership when functioning in

another culture

Collectivism versus individualism



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Emerging Issues in Leadership

Strategic Leadership

Leaders ability to understand the complexities of the

organization and its environment and lead change so as

to enhance organizational competitiveness

Ethical Leadership

Leaders ability to maintain high ethical standards for

personal conduct, unfailingly exhibit ethical behavior,

and hold others to the same standards

Virtual Leadership

Leading through effective communication and

maintaining collaborative relationships at a distance



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Leadership, Management,

and Decision-Making

Rational decision-making

Recognizing and defining the decision situation

Identifying alternatives Evaluating alternatives

Selecting the best alternative

Implementing the chosen alternative

Following up and evaluating the results



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FIGURE 9.2 Steps in the Rational Decision-Making

Process



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Behavioral Aspects of Decision-Making

Political Forces in Decision-Making

Coalition: An informal alliance of individuals or groupsformed to achieve a common goal

Intuition

An innate belief about something, often without consciousconsideration

Escalation of Commitment

Staying with a chosen course of action, even when it

appears to have been wrong

Risk Propensity

The extent to which a decision-maker is willing to gamblewhen making a decision


chapter 9 leadership and decision-making

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