8e daft chapter 15

LeadershipLeadership

CHAPTER 15CHAPTER 15

2 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.

Learning ObjectivesLearning Objectives

Define leadership and explain its importance for organizations.

Describe how leadership is changing in today’s organizations.

Identify personal characteristics associated with effective leaders.

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


Learning Objectives (contd)Learning Objectives (contd)

Describe Hersey and Blanchard’s situational theory and its application to subordinate participation.

Explain the path-goal model of leadership. Discuss how leadership fits the organizational

situation and how organizational characteristics can substitute for leadership behaviors.

Describe transformational leadership and when it should be used.


Learning Objectives (contd.)Learning Objectives (contd.)

Identify the five sources of leader power and the tactics leaders use to influence others.

Explain servant leadership and moral leadership and their importance in contemporary organizations.


LeadershipLeadership

There is probably no topic more important to business success today than leadership

leadership occurs among people

involves the use of influence

is used to attain goals

Different leaders behave in different ways – style, need, situation


Nature of LeadershipNature of Leadership

The ability to influence people toward the attainment of organizational goals.

Leadership is reciprocal, occurring among people.

Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.

Leadership is dynamic and involves the use of power.


Leadership versus ManagementLeadership versus Management

Management

Promotes Promotes stability, order stability, order and problem and problem solving within solving within existing existing organizational organizational structure and structure and systemssystems

Leadership

Promotes Promotes vision, vision, creativity, and creativity, and changechange

MM LL

Takes care of where you areTakes care of where you are Takes you to a new placeTakes you to a new place


Leader versus Manager QualitiesLeader versus Manager Qualities

Manager QualitiesLeader Qualities

Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12

SOULVisionaryPassionateCreativeFlexibleInspiringInnovativeCourageousImaginativeExperimentalInitiates changePersonal power

MINDRationalConsultingPersistentProblem solvingTough-mindedAnalyticalStructuredDeliberateAuthoritativeStabilizingPosition power


Leadership TraitsLeadership Traits

Traits - early efforts to understand leadership success focused on leader’s personal characteristics

Great man approach - early research focused on leaders who had achieved a level of greatness– Find out what made them great

– Find people with same traits

Traits = personal characteristics


Personal Characteristics of LeadersPersonal Characteristics of Leaders

Physical CharacteristicsEnergyPhysical stamina

Social BackgroundEducationMobility

Intelligence and AbilityJudgment, decisivenessKnowledgeIntelligence, cognitive ability

PersonalitySelf-confidenceHonesty & integrityEnthusiasmDesire to leadIndependence

Work-related CharacteristicsAchievement driveDrive to excelConscientiousness in pursuit of goalsPersistence against obstacles, tenacity

Social CharacteristicsSociability, interpersonal skillsCooperativenessAbility to enlist cooperationTact, diplomacy

Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).


Behavioral Approaches Ohio State Studies

Behavioral Approaches Ohio State Studies

Consideration: - people-oriented behavior– Is mindful of subordinates– Establishes mutual trust– Provides open communication– Develops teamworkInitiating Structure: task-oriented behavior– Directs subordinate work activities toward goal

attainment– Typically gives instructions, spends time planning, and

emphasizes deadlines– Provides explicit schedules of work activities


Behavioral Approaches Michigan Studies

Behavioral Approaches Michigan Studies

University of Michigan compared the behavior of effective and ineffective supervisors

Employee-centered leadersJob-centered leaders

At about the same time as Ohio State Studies


The Leadership GridThe Leadership Grid

Two-dimensional leadership theory that measures the leader’s concern for people and for production

Builds on the work of Ohio State and Michigan studies

Blake and Mouton


The Leadership GridThe Leadership Grid

High

High

Low

Low

Concern for Production

Co

nce

rn f

or

Peo

ple

Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

1,9Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.

Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1

9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.

5,5

Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.

Authority-ComplianceEfficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

9,1

5,5

Exhibit 15.4


Contingency ApproachesContingency Approaches

Hersey and Blanchard Situational Theory

Fiedler’s Contingency Theory

Evans and House Path Goal Theory

Relationship between leadership style and situation


Fiedler’s Classification ofSituation Favorableness

Fiedler’s Classification ofSituation Favorableness

Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly.

Leaders needs to knowLeaders needs to know

Whether they have a relationship- or task-oriented styleWhether they have a relationship- or task-oriented style

Should diagnose the situation and determine the favorableness Should diagnose the situation and determine the favorableness of the following three areasof the following three areas


Hersey-Blanchard’s Situational Theory of Leadership

Hersey-Blanchard’s Situational Theory of Leadership

daft ch15 insert1.CLP

Exhibit 15.5


Path-Goal Theory Leader BehaviorsPath-Goal Theory Leader Behaviors

Supportive leadership:- Leader behavior that shows concern for subordinates- Open, friendly, and approachable- Creates a team climate- Treats subordinates as equals

Directive leadership:- Tells subordinates exactly what they are supposed to

do- Planning, making schedules, setting performance

goals, and behavior standards

Classification of (4) leader behaviors


Path-Goal Theory Leaders BehaviorsPath-Goal Theory Leaders Behaviors

Participative leadership:… Consults with his or her subordinates about decisions

Achievement-oriented leadership:… Sets clear and challenging goals for subordinates… Behavior stresses high-quality performance

Classification of (4) leader behaviors


Path-Goal Situational Contingencies

Path-Goal Situational Contingencies

Personal characteristics of group members

The work environment Degree of task structure Nature of formal authority system Work group itself


Path-Goal Situations &Preferred Leader Behavior

Path-Goal Situations &Preferred Leader Behavior

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

Exhibit 15.7


Substitutes for LeadershipSubstitutes for Leadership

Substitute = situational variable that makes a leadership style unnecessary or redundant

Neutralizer = situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors


Leading ChangeLeading Change

Transactional Leaders Clarify the role and task requirements of

subordinates Initiate structure Provide appropriate rewards Display consideration for subordinates Meet the social needs of subordinates



Charismatic Leaders The ability to inspire Motivate people to do more than they

would normally do Tend to be less predictable than

transactional leaders Create an atmosphere of change May be obsessed by visionary ideas



Transformational Leader Similar to charismatic leaders Distinguished by their special ability to

bring about innovation and change by Recognizing followers’ needs and concerns Helping them look at old problems in new

ways Encouraging them to question the status quo


Sources of PowerSources of Power Legitimate Power: power coming from a formal

management position. Reward Power: stems from the authority to bestow

rewards on other people. Coercive Power: the authority to punish or

recommend punishment. Expert Power: leader’s special knowledge or skill

regarding the tasks performed by followers. Referent Power: personality characteristics that

command subordinates’ identification, respect, and admiration so they wish to emulate the leader.

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