leadership week 11. copyright ©2013 by south-western, a division of cengage learning. all rights...

Leadership

Week 11

Copyright ©2013 by South-Western, a division of Cengage Learning. All rights reserved.

The Nature of Leadership

• Leaders make a difference, they are key to organizational success

• People, influence, and goals

– Relationship with people is not passive

– Leadership is reciprocal among people

– Leadership is the ability to influence people toward the attainment of goals


Contemporary Leadership• Leadership evolves with the needs of the

organization• Leadership has evolved with technology,

economic, labor, social and cultural changes•Must respond to the turbulence and

uncertainty of the environment–Ethical and economic difficulties as well as

globalization


Level 5 LeadershipLevel 5 leadership refers to the highest level in a hierarchy of manager capabilities

– Lack of ego (humility)

– Fierce resolve to do what is best (will)

– Give credit to other people

– Ambitious for the company


Level 5 Hierarchy


Servant Leadership• Transcend self-interest for the good of the

organization

• Leadership is not about YOU

• Workers should be developed

• Servant leaders give away power, ideas, information, recognition, credit for accomplishments, even money


Authentic Leadership

Leaders who know themselves Consistent with higher order ethical values Empower and inspire others Open and authentic Inspire trust and authenticity Encourage collaboration and help others grow


Components of Authentic Leadership


Gender DifferencesDerived from studies of women leaders

Minimizing personal ambition

Developing others

Consensual and collaborative; interactive leadership

Influence derived from relationships


Gender Differences in Leadership Behaviors

Source: Data from Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc., Advanced Teamware Inc., as reported in Rochelle Sharpe, “As Leaders, Women Rule,” BusinessWeek (November 20, 2000): 75-84.


From Management to LeadershipGood management is essential to organizations

But, good managers must be leaders

Management promotes stability, order, and problem solving

Leadership motivates toward changing challenges

Leadership cannot replace management, there should be a balance of both


Leader and Manager Qualities


Leadership Traits• Early research on leadership focused on traits

• Interest in examining leadership traits has reemerged

• Some traits that are considered positive can have negative consequences

• The best leaders understand their traits and hone their strengths


Personal Characteristics of Leaders


Behavioral Approaches

• Research beyond leadership traits, defined two leadership behaviors:

– Task-oriented behavior

– People-oriented behavior

• Ohio State studies identified two major behaviors:– Consideration; people oriented– Initiating structure; task behavior

• Michigan Studies compared behavior– Employee-centered leaders (most effective)– Job-centered leaders (not effective)


Contingency Approaches

• How do situations influence a leader’s effectiveness?– Hersey and Blanchard (situational)– Leadership Model (Fiedler)– Substitutes for leadership concept


The Situational Model of Leadership

• Extension of behavioral theories

• Focus on characteristics of followers

• Seek appropriate leadership behavior

• Leadership is based on relationship with followers and readiness level of followers


The Situational Model of Leadership


Fiedler’s Contingency Theory

• Leader’s style is task oriented or relationship oriented

– Relatively fixed

• Goal is to match the leader’s style with organizational situation

• Analyze the leaders’ style to the favorability of the situation


Substitutes for Leadership

There are situations where leader style is unimportant

There are situations and variables that can substitute or neutralize leadership characteristics


Charismatic and Visionary Leadership

• Charismatic leaders are skilled in the art of visionary leadership– Vision is an attractive, ideal future

• Inspire and motivate people to do more– A lofty vision, “ a fire that ignites followers”– Ability to understand and empathize– Empowering and trusting subordinates

• Visionary leaders speak to the hearts of employees to be a part of something big


Transformational versus Transactional Leadership

Transactional– Clarify tasks– Initiate structure– Provide awards– Improve productivity– Hardworking– Tolerant & fair-minded– Focus on management

Transformational– Innovative – Recognize followers’

needs– Inspire followers– Create a better future– Promote significant

change


Followership• Organizations do not exist without followers• Leaders must understand their followers– Alienated follower– Conformist– Pragmatic survivor– Passive follower– Effective follower

• Is the follower active or passive?


Styles of Followership


Power and Influence• Position Power– Legitimate Power– Reward Power– Coercive Power

• Personal Power– Expert Power– Referent Power

• Other Sources of Power– Personal Effort– Network of Relationships– Information

Both leaders and followers use power to

get things done


Seven Interpersonal Influence Tactics for Leaders

leadership week 11. copyright ©2013 by south-western, a division of cengage learning. all rights...

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