11 daft7e ppt_ch11--revised

Chapter 11

Leadership

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Objectives

• Define leadership & explain its importance for organizations

• Describe how leadership is changing in today’s organizations

• Identify personal characteristics associated with effective leaders


Objectives

• Define task-oriented behavior & people-oriented behavior & explain how these categories are used to evaluate & adapt leadership style

• Describe Hersey & Blanchard’s situational theory & its application to subordinate participation


Objectives

• Discuss how leadership fits the organizational situation how organizational characteristics can substitute for leadership behavior

• Describe transformational leadership & when it should be used

• Explain how followership is related to effective leadership


Objectives

• Identify sources of leader power & the tactics leaders use to influence others

• Explain servant leadership & moral leadership & their importance in contemporary organizations


New Manager’s Questions

• A strong, healthy ego helps a leader to be more effective & to take charge.

1 2 3 45

Strongly agree Strongly disagree



• Good leaders are participative, engaged & supportive.

1 2 3 45




• Leaders should amass as much power as they can; it helps them get things done.

1 2 3 45



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 as the needs of the organization

change

• Leadership has evolved with technology, economic, labor, social and cultural changes

• Responding to the turbulence and uncertainty of the environment

• Post-heroic approach – subtle, unseen and unrewarded acts rather than big heroic accomplishments

• Humility – unpretentious and modest rather than arrogant and prideful


Level-Five Leadership

Level-five leadership refers to the highest level in a hierarchy of manager capabilities

– Lack of ego

– Fierce resolve to do what is best for organization

– Seem shy & unpretentious

– Credit other people

– Ambitious for the company


Level-Five Hierarchy


Interactive LeadershipDerived from studies of women leaders

Minimizing personal ambition

Developing others

Consensual and collaborative

Influence derived from relationships

Values include humility, inclusion, relationship building & caring


From Management to LeadershipGood management is essential to organizations

But, good managers must be leaders

Management promotes stability, order, and problem solving

Leadership promotes vision, creativity & change

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


Leader and Manager Qualities


Leadership Traits• Early research on leadership focused on traits

• Traits – distinguishing personal characteristics– intelligence, honesty, self-confidence, appearance

• Physical, social & work-related characteristics of leadership also studied

• The appropriateness of a set of traits depends on the leadership situation

• Studies expanded to focus on relationship between leaders & followers


Personal Characteristics of Leaders


Behavioral Approaches

• Research beyond leadership traits

• Defined two leadership behaviors:

– Task-oriented behavior

– People-oriented behavior

• Foundation of important leadership studies


Ohio State Studies

Identified two major behaviors:– Consideration; people oriented• Mindful of subordinates• Respects ideas and feelings• Establishes mutual trust• Friendly, open communication, teamwork

– Initiating structure; task behavior• Task oriented• Directs work activities toward goals• Give instructions, planning, emphasize deadlines


Ohio State Studies• Consideration & initiating structure are

independent of each other– Ex: high degree of consideration may be either high or

low on initiating

• A leader may have 4 styles:– High initiating-low consideration– High initiating-high considerationHigh initiating-high consideration– Low initiating-low consideration– Low initiating-high consideration


Michigan Studies

Compared the behavior of effective and ineffective supervisors– Employee-centered leaders (most effective)• Establish high performance goals• Display supportive behavior toward subordinates

– Job-centered leaders (not effective)• Less concerned with goal achievement/human needs• Focus on meeting schedules, cost-management and

efficiency


The Leadership Grid


Contingency Approaches

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


Hersey and Blanchard’s Situational Theory

• 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– Low in task readiness– High in task readiness



• Leader can adopt 1 of 4 styles based on relationship & task behavior:

– Telling style – high concern for tasks & low concern for people

– Selling style – high concern for both people & tasks– Participating style – high concern for people & low

concern for tasks– Delegating style – low concern for both

relationships & tasks



• Levels of readiness:

– Low – poor ability & skills, little experience; told what to do & how & when to do it

– Moderate – lack some education & experience; gives directions, but seeks input & clarity

– High – have necessary education, experience & skills; participating

– Very High – high levels of all; accept responsibility for own task behavior; provides general goal


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– Highly favorable – leader-member relationships are positive,

tasks are highly structured & leader has formal authority over followers

– Highly unfavorable – leader-member relationships are poor, tasks are highly unstructured & leader has little formal authority


How Leader Style Fits 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

Substitute – leadership style unnecessary

Neutralizer – counteracts the leadership style & prevents leader from displaying certain behaviors


Substitutes and Neutralizers for Leadership


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– Ability to understand and empathize– Empowering and trusting subordinates

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

• Can also be used for self-serving purposes


Transformational versus Transactional Leadership• Transformational– Ability to lead changes in the mission, structure

& HR management– Focus on intangibles; give larger meaning to

activities– Has positive impact on follower development &

performance– Skills can be learned; not ingrained personality

characteristics


Transformational versus Transactional Leadership• Transactional– Excel at management functions– Stress impersonal aspects of performance• Plans, schedules & budges

– Have a sense of commitment to the organization– Conform to organizational norms


Transformational versus Transactional Leadership

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

Transformational– Innovative – Recognize follower

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

change


Followership

• The organization does not exist without followers

• 1st dimension – independent critical thinking vs. dependent uncritical thinking• Independent critical thinkers: mindful of effects

of their own/others’ behavior on achieving goals• Dependent uncritical thinkers: does not

consider possibilities beyond what he/she is told


Followership

• 2nd dimension – active vs. passive behavior• Active: participates fully in the organization,

demonstrates a sense of ownership, initiates problem solving

• Passive: need for constant supervision & prodding by supervisors

• Combinations of each dimension result in 5 types of followers


Followership• Leaders must understand their followers

– Alienated follower– Passive—independent, critical thinker (effective follower)– Experience setbacks & obstacles

– Conformist– Active—dependent, uncritical thinker– Carries out any & all orders regardless of nature

– Pragmatic survivor– Qualities of all 4 extremes– Best benefits own position & minimizes risk

– Passive follower– Passive—uncritical thinker– Show neither initiative or sense of responsibility

– Effective follower– Active—critical independent thinker– Behave same towards everyone


Styles of Followership


Power & Influence

• Power – the potential ability to influence the behavior of others– Capacity to cause a change in a person

• Influence – effects of a person’s actions on the attitudes, values, beliefs & behavior of others– Degree of actual change


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


Power and Influence

• Position Power– Legitimate Power – comes from a formal

management position in an organization & the authority granted to it

– Reward Power – stems from the manager’s authority to bestow awards on other people

– Coercive Power – the authority to punish or recommend punishment, which often generates resistance


Power and Influence

• Personal Power – comes from internal sources; person’s special knowledge or personality– Expert Power – leader’s special knowledge or

skill regarding the tasks performed by followers– Referent Power – leader personality

characteristics that command subordinates’ identification, respect & admiration so they wish to emulate the leader


Power and Influence

• Other Sources of Power– Personal Effort – people who show initiative,

work beyond what is expected of them, take on undesirable but important projects, show interest in learning about the organization

– Network of Relationships – people who are enmeshed in a network of relationships

– Information – primary business source; people who have access to information & control over how & to whom it is distributed


Interpersonal Influence Tactics

• Leaders often use a combination of influence strategies

• 7 principles for asserting influence:– Use rational persuasion – use facts, data &

logical argument to persuade others– Make people like you – people would rather say

yes to someone they like than to someone they don’t like



• 7 principles for asserting influence:– Rely on the rule of reciprocity – take advantage

of the exchange of benefits & favors– Develop allies – develop network of allies—

people who can help you accomplish your goals– Be assertive-ask for what you want – make a

direct & personal request



• 7 principles for asserting influence:– Make use of higher authority – gain the support

of people at higher levels to back you up– Reward the behaviors you want – use

organizational rewards & punishments to influence others’ behavior

• Leaders are more effective when use a variety of tactics


Leadership as Service

• Servant leader – a leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission.–Give things away—power, ideas, information,

recognition & credit for accomplishment

–Bring the follower’s higher motives to the work

–Often work in the nonprofit world


Moral Leadership• Leadership can be used for good or bad.

• Leaders have a responsibility to use their power wisely and ethically.

• There has been an unethical climate in the U.S.

• Moral leadership is about distinguishing from right and wrong and choosing to do right.

– Seeking just, honest, good, decent behavior as leaders


Moral Leadership• Moral leaders remember that business is about values, no

just economic performance

• Leaders are often faced with right-versus-right decisions; several responsibilities conflict with one another

• Moral leadership requires courage (the ability to step forward through fear & act on one’s values & conscience

• Leaders often act unethically because they lack courage

• Moral leaders summon fortitude to do the right thing, even if unpopular

• How leaders create honesty, trust & integrity in the organization

11 daft7e ppt_ch11--revised

Documents

people leadership

accessible website

leadership behavior

passive leadership

leadership style

organizationchange leadership

interactive leadership

transformational leadership