read “when to stand on your head and other tips from the top”, p. 311-313 the leader’s life...

© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Read “When to stand on your head and other tips from the top”, p. 311-313

• The leader’s life – what’s it like? Create an adjective list:

• Are leaders sometimes overwhelmed with information? How do you handle information overload?

11–2


11–3

Chapter Learning ObjectivesAfter studying this chapter you should be able to:

1. Describe the nature of leadership and relate leadership to management.

2. Discuss and evaluate the three generic approaches to leadership – traits, behaviors, situations.

3. Identify and describe a major situational approaches to leadership.

4. Describe three emerging approaches to leadership.


The Nature of Leadership

• Leaders– People who can influence the behaviors

of others without having to rely on force.– People who are accepted as leaders by others.

• Process: what leaders actually do.– Use noncoercive influence to shape

the group’s or organization’s goals.– Motivate others’ behavior toward goals.– Help to define organizational culture.

• Property: who leaders are.– The set of characteristics attributed

to individuals perceived to be leaders.

11–4

What’s the difference between LEADERSHIP AndMANAGEMENT?

Who is a LEADER to you personally? Why?


Distinctions Between Management and Leadership

Leadership Activity Management

Establishing direction and vision for the organization

Creating an agenda Planning and budgeting, allocating resources

Aligning people through communications and actions that provide

direction

Developing a human network for achieving the

agenda

Organizing and staffing, structuring and monitoring

implementation

Motivating and inspiring by satisfying needs

Executing plans Controlling and problem solving

Produces useful change and new approaches to

challenges

Outcomes Produces predictability and order and attains results

11–5


11–6

Table 11.1 Distinctions between Management and Leadership

Activity Management Leadership

Creating an agenda Planning and budgeting: Establishing detailed steps and timetables for achieving needed results; allocating the resources necessary to make those needed results happen

Establishing direction: Developing a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision

Developing a human network for achieving the agenda

Organizing and staffing: Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation

Aligning people: Communicating the direction by words and deeds to everyone whose cooperation may be needed to influence the creation of teams and coalitions that understand the visions and strategies and accept their validity

Executing plans Controlling and problem solving: Monitoring results versus planning in some detail, identifying deviations, and then planning and organizing to solve these problems

Motivating and inspiring: Energizing people to overcome major political, bureaucratic, and resource barriers by satisfying very basic, but often unfulfilled, human needs

Outcomes Produces a degree of predictability and order and has the potential to produce consistently major results expected by various stakeholders (for example, for customers, always being on time; or, for stockholders, being on budget)

Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (for example, new products that customers want, or new approaches to labor relations that help make a firm more competitive)

11-7

Management vs. Leadership

Management Power: Comes from organizational structure. Promotes stability, order, and problem solving within

the structure.Leadership Power: Comes from personal sources, such as personal

interests, goals, and values. Promotes vision, creativity, and change.

The major differences between the leader and the manager relate to their source of power and level of compliance.


Types of Power in Organizations

Legitimate Reward Coercive ReferentExpert

Types of Power

11–8


Power and Leadership

Power is the ability to affect the behavior of others.

Legitimate power Power granted through the organizational hierarchy.

Reward power The power to give or withhold rewards.

Coercive power The capability to force compliance by means of psychological, emotional, or physical threat.

Referent power The personal power that accrues to someone based on identification, imitation, loyalty, or charisma.

Expert power Power derived from the possession of information or expertise.

11–9

Which types of power are related to your POSITION? Which types of power are PERSONAL?

11-10

Consequences of Power

Commitment

RewardPower

Legitimate Power

CoercivePower

ExpertPower

ReferentPower

Resistance

Compliance

Sources of Power

Consequences of Power

11-11

What form of power?

11-12

What form of power?

11-13

What form of power?

11-14

What form of power?

11-15

What form of power?


Management Challenge Question

• How would you rank the effectiveness of the forms of power that are used by managers when their subordinates are the same age as you are now?–Which type of power is most effective? Why?–Which type of power is the least effective? Why?–What does your ranking reveal about how the use of

power by managers is changing (or must change) in today’s organization?

11–16


Generic Approaches to Leadership

1. Leadership Traits Approach – Assumed that a basic set of personal traits that differentiated

leaders from nonleaders could be used to identify and predict who would become leaders.

– Could not establish empirical relationships between traits and persons regarded as leaders.

2. Leadership Behaviors Approach– Assumed that effective leaders somehow behaved differently

from ineffective leaders.

– Was intended to develop a fuller understanding of leadership behaviors.

3. Situational Approach

11–17

11-18

Leadership Traits

Physical characteristicsEnergyPhysical stamina

Social backgroundEducationMobilityIntelligence and ability

Judgment, cognitive abilityKnowledgeJudgment, decisiveness

PersonalitySelf-confidenceHonesty and integrityEnthusiasmDesire to leadIndependence

Work-related characteristicsAchievement drive, desire to excelConscientiousness in pursuit of goalsPersistence against obstacles, tenacity

Social characteristicsSociability, interpersonal skillsCooperativenessAbility to enlist cooperationTact, diplomatic


Approaches to Leadership

Job-centered behavior

Employee-centered behavior

Initiating-structure behavior

Consideration behavior

Leadership Behaviors Studies

Michigan Studies Ohio State Studies

11–19


Michigan Studies (Rensis Likert)

• Identified two forms of leader behavior–Job-centered behavior

• Managers who pay close attention to subordinates’ work, explain work procedures, and are keenly interested in performance.

–Employee-centered behavior• Managers who focus on the development of cohesive work

groups and employee satisfaction.

–The two forms of leader behaviors were considered to be at opposite ends of the same continuum.

11–20

Can you really be only one or the other? Job- centered? Or employee centered? Do you know people who are one or the other?


Ohio State Studies

• Identified two basic leadership styles that can be exhibited simultaneously:–Initiating-structure behavior

• The leader defines leader-subordinate role expectations, formalizes communications, and sets working agenda.

–Consideration behavior• The leader shows concern for subordinates and attempts to

establish a friendly and supportive climate.

• Initial assumption was that the most effective leaders exhibit high levels of both behaviors.

11–21

Can people really be BOTH?


11–22

FIGURE 11.1 The Managerial Grid

Blake and Mouton’s Managerial Grid1. What two

behaviors are on the axes?

2. What style of Management did they conclude was BEST leadership?

3. Were their conclusions correct?

4. So…..what’s the BEST style of leadership?


Situational Approaches to Leadership

• Assumptions:–Appropriate leader behavior varies from

one situation to another.–Situational factors that determine appropriate

leader behavior can be identified.

• Situational Theories of Leadership:–Least preferred coworker theory–Path-goal theory–Decision tree approach–Leader-member exchange approach–Hersey and Blanchard’s Situational Leadership

11–23

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-24

Hersey and Blanchard’s Situational Theory

• A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates.

• Levels of readiness:Low = Telling

Moderate = Selling

High = Participating

Very high = Delegating

© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-25

Hersey & Blanchard’s Situational Leadership

HighRelationship

and->->->LowTask

HighTask

<-<-<-andHigh

Relationship

LowRelationship

<-<-<-andLowTask

HighTask

and->->->Low

Relationship

High Low

R4 R3 R2 R1

Moderate

Task Behavior High

High

Low

Rel

atio

nsh

ip B

ehav

ior

Readiness


Related Approaches to Leadership

• Substitutes for Leadership–A concept that identifies situations in which leader

behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization.

Characteristics that Substitute for Leadership

Subordinate Task Organization

Ability

Experience

Need for independence

Professional orientation

Indifference towards

organizational goals

Routineness

The availability of feedback

Intrinsic satisfaction

Formalization

Group cohesion

Inflexibility

A rigid reward structure

11–26


Charismatic Leadership

• Charisma–An interpersonal attraction that inspires support and

acceptance, is an individual characteristic of a leader.

• Charismatics–Are more successful than noncharismatic persons.–Are self-confident leaders–Have a firm conviction in their beliefs and ideals–Possess a strong need to influence people.

11–27


Charismatic Leadership (cont’d)

• Charismatic leaders must be able to:–Envision the future, set high expectations,

and model behaviors consistent with those expectations.

–Energize others through a demonstration of excitement, personal confidence, and patterns of success.

–Enable others by supporting them, by empathizing with them, and by expressing confidence in them.

11–28


Transformational Leadership

• Transformational Leadership–Goes beyond ordinary expectations by:

• transmitting a sense of mission• stimulating learning• inspiring new ways of thinking

11–29


Keys to Successful Leadership

Trusting in subordinates

Keeping cool

Being an expert

Simplifying things

Inviting dissent

Encouraging

risk

Developing a vision

Successful Leadership

11–30


The Future of Leadership

Strategic Leadership

Cross-Cultural Leadership

Ethical Leadership

Emerging Approachesto Leadership

11–31


Emerging Approaches to Leadership

• Strategic Leadership–Depends on top management’s capabilities:

• To understand the complexities of both the organization and its environment.

• To lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment.

• Cross-Cultural Leadership–The capability to provide purpose and direction that

encompasses both international and diversity-based cultural differences in the organization.

11–32


Emerging Approaches to Leadership (cont’d)

• Ethical Leadership–Involves providing a strong corporate governance

model to the organization that reflects the high ethical standards of its leaders.

–Requires holding those who lead the organization accountable for their actions and the consequences of their actions.

11–33


Political Behavior in Organizations

• Political Behavior– The activities carried out for the specific purpose of acquiring,

developing, and using power and other resources to obtain one’s preferred outcomes.

Inducement

Creation of an obligation

CoercionImpression

management

PersuasionCommon Political

Behaviors

11–34

11-35

Why does Leadership matter?

1. Why do organizations need Leadership?

2. How do we get Leadership?

3. How do we become Leaders?

4. Is LEADERSHIP a job title?

5. Can you develop LEADERSHIP without a formal job title? What sources of power should you use to do so?

read “when to stand on your head and other tips from the top”, p. 311-313 the leader’s life...

Documents

classroom use

cengage learning

passwordprotected website

certain product

use noncoercive influence

leadership traits

leadership andmanagement

leaders life whats