leadership sm m.usman aleem
TRANSCRIPT
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Leadership
By
M.Usman Aleem
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LeadershipRetrieved from
McGrill Web Site
Chapter Fourteen
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Learning Objectives
Explain what leadership is, when leaders are
effective and ineffective, and the sources of
power that enable managers to be effective
leaders. 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.
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Learning Objectives
Explain how contingency models of leadership
enhance our understanding of effective
leadership and management in organizations.
Describe what transformational leadership is,and explain how managers can engage in it.
Characterize the relationship between gender
leadership.
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The Nature of Leadership
Leadership The process by which a person exerts
influence over others and inspires,
motivates and directs their activities toachieve group or organizational goals.
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Question?
What is an individual who is able to exert
influence over other people to help
achieve group or organizational goals?
A. Manager
B. Leader
C. ChiefD. Organizer
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The Nature of Leadership
Leader
An individual who is able to exert influence
over other people to help achieve group or
organizational goals
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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 principaltasks of management.
The challenge is for managers
at all levels to develop an
effective personal managementstyle.
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The Nature of Leadership
Distinction between managers and leaders
Managers establish and implement
procedures to ensure smooth functioning
Leaders look to the future and chart thecourse for the organization
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Leadership Across Cultures
Leadership styles may vary amongdifferent countries or cultures. European managers tend to be more
people-oriented than American or Japanesemanagers.
Japanese managers are group-oriented,while U.S managers focuses more on
profitability. Time horizons also are affected by cultures.
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Sources of Managerial Power
Figure 14.1
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Power: The Key to Leadership
Legitimate Power
The authority that a manager has by virtue
of his or her position in the firm.
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Power: The Key to Leadership
Reward Power The ability of a manager to give or withhold
tangible and intangible rewards.
Effective managers use reward power tosignal to employees that they are doing a
good job.
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Power: The Key to Leadership
Coercive Power
The ability of a manager to punish others.
Examples: verbal reprimand, pay cuts,
and dismissal
Limited in effectiveness and application;
can have serious negative side effects.
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Power: The Key to Leadership
Expert Power
Power that is based on special knowledge,
skills, and expertise that the leader
possesses.
Tends to be used in a guiding or coaching
manner
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Empowerment: An Ingredient inModern Management
Empowerment
The process of giving employees at all levels
in the organization the authority to make
decisions, be responsible for their outcomes,improve quality, and cut costs
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Empowerment: An Ingredient inModern Management
Empowerment increases a managersability to get things done
Empowerment increases workers
involvement, motivation, and commitment
Empowerment gives managers more time
to concentrate on their pressing concerns
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Leadership Models
Trait Model
Attempt to identify personal characteristics
that cause for effective leadership.
Research shows that certain personal
characteristics do appear to be connected
to effective leadership.
Many traits are the result of skills andknowledge and effective leaders do not
necessarily possess all of these traits.
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Leadership Models
Behavioral Model
Identifies the two basic types of behavior
that many leaders engaged in to influence
their subordinates
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Leadership Models
Behavioral Model
Consideration: leaders show subordinates theytrust, respect, and care about them
Managers look out for the well-being of their
subordinates
Do what they can to help subordinates feel
good and enjoy the work they perform
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Leadership Models
Behavioral Model
Initiating structure: leaders take steps tomake sure that work gets done,
subordinates perform their work acceptably,and the organization is efficient and
effective
Managers assign tasks to groups and letsubordinates know what is expected of
them
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Contingency Models of Leadership
Contingency Models
What makes a manager an effective leader
in one situation is not necessarily what that
manager needs to be equally effective inanother situation
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Contingency Models of Leadership
Contingency Models
Whether or not a manager is an effective
leader is the result of the interplay between
what the manageris like, what he does,
and the situation in
which leadership
takes place
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Contingency Models of Leadership
Fiedlers Model
Effective leadership is contingent on both
the characteristics of the leader and of the
situation. Leader style is the enduring, characteristic
approach to leadership that a manager uses
and does not readily change.
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Contingency Models of Leadership
Fiedlers Model
Relationship-oriented style: leadersconcerned with developing good relations
with their subordinates and to be liked bythem.
Task-oriented style: leaders whose primaryconcern is to ensure that subordinates
perform at a high level so the job gets done.
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Fiedlers Model
Situation Characteristics Leader-member relations extent to which
followers like, trust, and are loyal to their
leader Task structure extent to which the work to
be performed is clear-cut so that a leaderssubordinates know what needs to be
accomplished and how to go about doing it
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Fiedlers Model
Situation Characteristics
Position Power- the amount of legitimate,reward, and coercive power leaders have
due to their position. When positional poweris strong, leadership opportunity becomes
more favorable.
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Fiedlers Contingency Theory of
Leadership
Figure 14.2
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Houses Path-Goal Theory
A contingency model of leadership proposing thateffective leaders can motivate subordinates toachieve goals by:
1. Clearly identifying the outcomes thatsubordinates are trying to obtain from their
jobs.
2. Rewarding subordinates with these
outcomes for high-performance andattainment of work goals
3. Clarifying the paths leading to the attainmentof work goals
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Question?
Which leadership behavior gives
subordinates a say in matters that
affect them?
A. Directive behavior
B. Supportive behavior
C. Participative behavior
D. Achievement-oriented behavior
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Motivating with Path-Goal
Path-Goal identifies four leadership
behaviors:
Directive behaviors: set goals, assign tasks,
show how to do things.
Supportive behavior: look out for the workersbest interest.
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Motivating with Path-Goal
Path-Goal identifies four leadership
behaviors:
Participative behavior: give subordinates a
say in matters that affect them.
Achievement-oriented behavior: Settingvery challenging goals, believing in workers
abilities.
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Motivating with Path-Goal
Which behavior to
be used depends
on the nature of
the subordinatesand the kind of
work they do
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Discussion Question
Which leadership model is the most
effective?
A. Trait model
B. Behavior model
C. Fiedlers model
D. Path-goal theory
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The Leader Substitutes Model
Leadership Substitute
Acts in the place of a leader and makes
leadership unnecessary.
Worker empowerment or self-managedwork teams reduce leadership needs.
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The Leader Substitutes Model
Possible substitutes can be found in:
Characteristics of the subordinates: their
skills, experience, motivation.
Characteristics of context: the extent towhich work is interesting and fun.
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Transformational Leadership
Leadership that:
1. Makes subordinates aware of the importance
of their jobs are for the organization and
how necessary it is for them to perform thosejobs as best they can so that the
organization can attain its goals
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Transformational Leadership
2. Makes subordinates aware of their own
needs for personal growth,
development, and accomplishment
3. Motivates workers to work for the good
of the organization, not just for their
own personal gain or benefit
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Being a Charismatic Leader
Charismatic Leader
An enthusiastic, self-confident
transformational leader able to clearly
communicate his vision of how good thingscould be
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Being a Charismatic Leader
Charismatic Leader
Being excited and clearly communicating
excitement to subordinates.
Openly sharing information with employeesso that everyone is aware of problems and
the need for change.
Empowering workers to help with solutions. Engaging in the development of employees
by working hard to help them build skills.
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Intellectual Stimulation
Intellectual Stimulation
Manager leads subordinates to view
problems as challenges that they can and
will meet and conquer Manager engages and empowers
subordinates to take personal responsibility
for helping to solve problems
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Transactional Leadership
Transactional Leaders Use their reward and coercive powers to
encourage high performancethey
exchange rewards for performance andpunish failure.
Push subordinates to change but do notseem to change themselves.
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Gender and Leadership
The number of women managers isrising but is still relatively low in the toplevels of management.
Stereotypes suggest women aresupportive and concerned withinterpersonal relations. Similarly, menare seen as task-focused.
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Gender and Leadership
Research indicates that actually there isno gender-based difference in leadershipeffectiveness.
Women are seen to be moreparticipative than men because theyadopt the participative approach toovercome subordinate resistance tothem as managers and they have betterinterpersonal skills.
Emotional Intelligence and
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Emotional Intelligence andLeadership
The Moods of Leaders:
Groups whose leaders experienced positive
moods had better coordination
Groups whose leaders experiencednegative moods exerted more effort
Emotional Intelligence and
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Emotional Intelligence andLeadership
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.
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Movie Example: The Fugitive
What type of
leader is Gerard?