lecture 9 - leading and leadership

7/30/2019 Lecture 9 - Leading and Leadership

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Lecture - 9

Leading and Leadership Development

In Management

15.12.2012


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What we shall discuss

What is the nature of leadership?

What are the important leadership traits

and behaviors?What are the contingency theories of

leadership?

What are some current issues in

leadership development?

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Leadership.O The process of inspiring others to work hard

to accomplish important tasks.

Contemporary leadership challenges:O Shorter time frames for accomplishing things.

O Expectations for success on the first attempt.

O Complex, ambiguous, and multidimensional

problems.O Taking a long-term view while meeting short-

term demands.

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Leading viewed in relationship to the other

management functions

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Power.

O Ability to get someone else to do something you

want done or make things happen the way you

want.

Power should be used to influence and

control others for the common good rather

seeking to exercise control for personal

satisfaction. Two sources of managerial power:

O Position power.

O Personal power. 5


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Position power.O Based on a managers official status in the

organizations hierarchy of authority.

Sources of position power:O Reward power.

O Capability to offer something of value.

O Coercive power.

O Capability to punish or withhold positiveoutcomes.

O Legitimate power.O Organizational position or status confers the

right to control those in subordinate positions.

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Personal power.

O Based on the unique personal qualities that a

person brings to the leadership situation.

Sources of personal power:

O Expert power.

O Capacity to influence others because of ones

knowledge and skills.

O Referent power.O Capacity to influence others because they

admire you and want to identify positively with

you.

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Sources of position power and personal power used

by managers.

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Visionary leadership.

O Vision

O A future that one hopes to create or achievein order to improve upon the present state of

affairs.

O Visionary leadership

O A leader who brings to the situation a clear

and compelling sense of the future as well asan understanding of the actions needed to

get there successfully.

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Meeting the challenges of visionary

leadership:

O Challenge the process.O Show enthusiasm.

O Help others to act.

O Set the example.

O Celebrate achievements.

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Servant leadershipO Commitment to serving others.

O Followers more important than leader.

O Other centered not self-centered.

O Power not a zero-sum quantity.

O

Focuses on empowerment, not power.

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Servant Leadership and empowerment.

O Empowerment.

O The process through which managers enable

and help others to gain power and achieve

influence.

O Effective leaders empower others by providing

them with:

O Information.

O Responsibility.

O Authority.

O Trust.

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What are the important leadership traits and

behaviors?

Traits that are important for leadershipsuccess:O Drive

O Self-confidence

O Creativity

O Cognitive ability

O Business knowledge

O MotivationO Flexibility

O Honesty and integrity

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behaviors?

Leadership behavior

O Leadership behavior theories focus on how

leaders behave when working with followers.

O Leadership styles are recurring patterns of

behaviors exhibited by leaders.

O Basic dimensions of leadership behaviors:

O Concern for the task to be accomplished.

O Concern for the people doing the work.

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behaviors?

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Task concerns

O Plans and defines workto be done.

O Assigns taskresponsibilities.

O Sets clear workstandards.

O Urges task completion.

O Monitors performanceresults.

People concerns

O Acts warm and

supportive toward

followers.

O Develops social rapport

with followers.

O Respects the feelings of

followers.

O Is sensitive to followers

needs.

O Shows trust in followers.


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behaviors?

Blake and Mouton Leadership GridO Team management.

O High task concern; high people concern.

O Authority-obedience management.O High task concern; low people concern.

O Country club management.

O High people concern; low task concern.

O Impoverished management.

O Low task concern; low people concern.

O Middle of the road management.O Non-committal for both task concern and

people concern.

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Managerial styles in Blake and Moutons Leadership

Grid.

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behaviors?Classic leadership styles:

O Autocratic style.

O Emphasizes task over people, keeps authority andinformation within the leaders tight control, and acts in a

unilateral command-and-control fashion.O Laissez-faire style.

O Shows little concern for task, lets the group makedecisions, and acts with a do the best you can and dontbother me attitude.

O Democratic style.O Committed to task and people, getting things done while

sharing information, encouraging participation in decisionmaking, and helping people develop skills andcompetencies. 18


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What are the contingency theories of leadership?

Fiedlers Contingency Model.

O Good leadership depends on a match between

leadership and situational demands.

O Determining leadership style:

O Low LPC (Least preferred coworker) task-motivated

leaders.

O High LPC relationship-motivated leaders.

O Leadership is part of ones personality, and thereforerelatively enduring and difficult to change.

O Leadership style must be fit to the situation.

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Fiedlers contingency model (cont.).

O Diagnosing situational control:

O Quality of leader-member relations (good or poor).

O Degree of task structure (high or low).O Amount of position power (strong or weak).

O Task oriented leaders are most successful in:

O Very favorable (high control) situations.

O Very unfavorable (low control) situations.

O Relationship-oriented leaders are most successful in:

O Situations of moderate control.

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Matching leadership style and situation: summarypredictions from Fiedlers contingency theory.

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Hersey-Blanchard situational leadership

model.

O Leaders adjust their styles depending on

the readiness of their followers to perform

in a given situation.

O Readiness how able, willing and confident

followers are in performing tasks.

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Leadership implications of the Hersey-Blanchardsituational leadership model.

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Hersey-Blanchard leadership styles:

O Delegating.

O Low-task, low-relationship style.

O Works best in high readiness-situations

O Participating.

O Low-task, high-relationship style.

O Works best in low- to moderate-readiness

situations.

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Hersey-Blanchard leadership styles:

O Selling.

O High-task, high-relationship style.

O Work best in moderate- to high-readiness

situations.

O Telling.

O High-task, low-relationship style.

O Work best in low-readiness situations.

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Houses path-goal leadership theory.

O Effective leadership deals with the pathsthrough which followers can achieve goals.

O Leadership styles for dealing with path-goal relationships:

O Directive leadership.

O Supportive leadership.

O Achievement-oriented leadership.

O Participative leadership.

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Contingency relationships in the path-goal

leadership theory.

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Houses leadership styles:O Directive leadership.

O Communicate expectations.

O Give directions.O Schedule work.

O Maintain performance standards.

O Clarify leaders role.

O Supportive leadership.

O Make work pleasant.

O Treat group members as equals.O Be friendly and approachable.

O Show concern for subordinates well-being.

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Houses leadership styles:O Achievement-oriented leadership.

O Set challenging goals.

O Expect high performance levels.O Emphasize continuous improvement.

O Display confidence in meeting highstandards.

O Participative leadership.O

Involve subordinates in decision making.O Consult with subordinates.

O Ask for subordinates suggestions.

O Use subordinates suggestions.

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When to use Houses leadership styles:

O Use directive leadership when jobassignments are ambiguous.

O Use supportive leadership when workerself-confidence is low.

O Use participative leadership whenperformance incentives are poor.

O Use achievement-oriented leadershipwhen task challenge is insufficient.

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Substitutes for leadership.

O Aspects of the work setting and the people

involved that can reduce the need for aleaders personal involvement.

O Possible leadership substitutes:

O Subordinate characteristics.

O Task characteristics.O Organizational characteristics.

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Vroom-Jago leader-participation theory.

O Helps leaders choose the method of decision

making that best fits the nature of the problem

situation.O Basic decision-making choices:

OAuthority decision.

O Consultative decision.

O Group decision.

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Leadership implications of Vroom-Jago leader-participation model.

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Decision-making options in the Vroom-Jago

leader-participation theory:

O Decide alone.

O Consult individually.

O Consult with group.

O Facilitate.

O Delegate.

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Contingency factors in the Vroom-Jago leader-

participation theory:

O Decision quality.

O Who has the information needed for problem solving.

O Decision acceptance.

O Importance of subordinate acceptance to eventual

implementation.

O Decision time.

O Time available to make and implement the decision.

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According to Vroom-Jago leader-participation theory, a leader should useauthority-oriented decision methods

whenO The leader has greater expertise to solve a

problem.

O The leader is confident and capable of actingalone.

O Others are likely to accept and implementthe decision.

O Little or no time is available for discussion.

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According to Vroom-Jago leader-

participation theory, a leader should use

group-oriented and participative decision

methods when

O the leader lacks sufficient information to solve a

problem by himself/herself.

O the problem is unclear and help is needed to

clarify the situation.

O acceptance of the decision and commitment by

others is necessary for implementation.

O adequate time is available for true participation.

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Benefits of participative decision

methods:

O

Help improve decision quality.O Help improve decision acceptance.

O Helps develop leadership potential.

Potential disadvantages of participative

decision methods:O Lost efficiency.

O Not particularly useful when problems must

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What are current issues in leadership development?

Superleaders.

O Persons whose vision and strength of personality have

an extraordinary impact on others.

Charismatic leaders.

O Develop special leader-follower relationships and

inspire others in extraordinary ways.

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Transactional leadership

O Someone who directs the efforts of others through

tasks, rewards, and structures

Transformational leadership

O Someone who is truly inspirational as a leader and who

arouses others to seek extraordinary performance

accomplishments.

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What are current issues in leadership

development?

Characteristics of transformational

leaders:

O Vision.O Charisma.

O Symbolism.

O Empowerment.

O Intellectual stimulation.

O Integrity.

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Emotional intelligence.

O The ability of people to manage themselves and theirrelationships effectively.

O

Components of emotional intelligence:O Self-awareness.

O Self-regulation.

O Motivation.

O

Empathy.O Social skill.

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Gender and leadership.

O Both women and men can be effective leaders.

O Women tend to use interactive leadership.

OA style that shares qualities with

transformational leadership.O Men tend to use transactional leadership.

O Interactive leadership provides a good fit with thedemands of a diverse workforce and the newworkplace.

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Gender and leadership

O Future leadership success will depend on a

persons capacity to lead through:

O Openness.O Positive relationships.

O Support.

O Empowerment.

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development?Druckers old-fashioned leadership.

O Leadership is more than charisma; it is good old-

fashioned hard work.

O

Essentials of old-fashioned leadership:O Defining and establishing a sense of mission.

O Accepting leadership as a responsibility rather than a

rank.

O Earning and keeping the trust of others.

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development?

Moral leadership.O Ethical leadership adheres to moral

standards meeting the test of good rather

than bad and right rather than wrong.O All leaders are expected to maintain high

ethical standards.

O Long-term, sustainable success requiresethical behavior.

O Integrity involves the leaders honesty,credibility, and consistency in putting valuesinto action.

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development?

Moral leadershipO Leaders with integrity earn the trust of their

followers.

O Leaders have a moral obligation to buildperformance capacities by awakening peoplespotential.

O Authentic leadership activates performancethrough the positive psychological states ofconfidence, hope, optimism, and resilience.

O Authentic leadership helps in clearly framing andresponding to moral dilemmas, and serving asethical role models.

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Thanks

lecture 9 - leading and leadership

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