chapter 13 leadership essentials
TRANSCRIPT
Management 9/e - Chapter 13 2
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?
Role of management is to promote stability
or to enable the organization to run
smoothly.
Role of leadership is to promote adaptive
or useful changes.
Copyright © 2010 John Wiley & Sons, Inc. 13-3
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Leadership.
The process of inspiring others to work hard to
accomplish important tasks.
Process of influencing others to understand
and agree on what needs to be done and
how to do it; and
Process of facilitating individual and
collective efforts to accomplish shared
objectives
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Power.
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:
Position power.
Personal power.
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Visionary leadership.
Vision
A future that one hopes to create or achieve
in order to improve upon the present state of
affairs.
Visionary leadership
A leader who brings to the situation a clear
and compelling sense of the future as well as
an understanding of the actions needed to
get there successfully.
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Meeting the challenges of visionary
leadership:
Challenge the process.
Show enthusiasm.
Help others to act.
Set the example.
Celebrate achievements.
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Servant leadership
Commitment to serving others.
Followers more important than leader.
“Other centered” not “self-centered”.
Power not a “zero-sum” quantity.
Focuses on empowerment, not power.
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Servant Leadership and empowerment.
Empowerment.
The process through which managers enable and help
others to gain power and achieve influence.
Effective leaders empower others by providing them
with:
Information.
Responsibility.
Authority.
Trust.
Trait theories of leadership
Assume that personality traits play a central
role in differentiating between leaders and
non-leaders, or in predicting leader or
organizational outcomes.
Copyright © 2010 John Wiley & Sons, Inc.
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Traits that are important for leadership success:
Drive
Self-confidence
Creativity
Cognitive ability
Business knowledge
Motivation
Flexibility
Honesty and integrity
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Task concerns › Plans and defines
work to be done.
› Assigns task responsibilities.
› Sets clear work standards.
› Urges task completion.
› Monitors performance results.
People concerns
› Acts warm and
supportive toward
followers.
› Develops social
rapport with followers.
› Respects the feelings
of followers.
› Is sensitive to
followers’ needs.
› Shows trust in
followers.
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Classic leadership styles: Autocratic style.
Emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion.
Laissez-faire style.
Shows little concern for task, lets the group make decisions, and acts with a “do the best you can and don’t bother me” attitude.
Democratic style.
Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies.
Behavioral theories
Assumes that leadership is central to
performance and other outcomes.
Focuses on leader behaviors rather than
traits.
Copyright © 2010 John Wiley & Sons, Inc. 13-16
Situational Contingency Leadership
The effects of leader traits and behaviors are
enhanced by their relevance to situational
contingencies.
Copyright © 2010 John Wiley & Sons, Inc. 13-17
Fiedler’s contingency model
Situational control
The extent to which a leader can determine
what his or her group is going to do, as well as
the outcomes of the group’s actions and
decisions.
Copyright © 2010 John Wiley & Sons, Inc. 13-18
Copyright © 2010 John Wiley & Sons, Inc.
Fiedler’s Situation Control Variables
Leader /Member Relations
(good/poor):
Members support for leader.
Task Structure (high/low):
Spells out leader’s task goals and
procedures.
Position Power (strong/weak):
Leader’s task expertise, and
reward/punishment
authority
13-20
Fiedler’s model requires a match on
several parameters before leader’s
effectiveness can be predicted.
Good relations between the leader and the
members, AND
A highly structured the job, AND
Strong position power
Copyright © 2010 John Wiley & Sons, Inc. 13-21
Hersey and Blanchard Situational
Leadership Theory
Diagnose demands of the situation
Assess Readiness
The extent to which the follower has the ability
and willingness to complete a task.
Implement appropriate leadership response.
Copyright © 2010 John Wiley & Sons, Inc. 13-22
House’s path-goal theory of leadership
Assumes that a leader’s key function is to
adjust his or her behaviors to complement
situational contingencies.
Copyright © 2010 John Wiley & Sons, Inc. 13-24
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When to use House’s leadership styles: Use directive leadership when job
assignments are ambiguous.
Use supportive leadership when worker self-confidence is low.
Use participative leadership when performance incentives are poor.
Use achievement-oriented leadership when task challenge is insufficient.
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Superleaders.
› Persons whose vision and strength of
personality have an extraordinary impact
on others.
Charismatic leaders.
› Develop special leader-follower
relationships and inspire others in
extraordinary ways.
Charismatic leaders
Leaders who, by force of their personal
abilities, are capable of having a profound
and extraordinary effect on followers.
Copyright © 2010 John Wiley & Sons, Inc. 13-28
Transactional leadership
Involves leader-follower exchanges necessary for
achieving routine performance that is agreed
upon by leaders and followers.
•Uses contingent rewards to motivate followers.
•Identifies what must be done to accomplish the
desired results.
•Uses corrective action only when goals not met.
•Laissez faire style – avoids making decisions.
Copyright © 2010 John Wiley & Sons, Inc. 13-29
Transformational leadership
Leaders broaden and elevate followers’
interests, generate awareness and acceptance
of the group’s mission, and stir followers to look
beyond self-interests.
Copyright © 2010 John Wiley & Sons, Inc. 13-30
Dimensions of transformational leadership
Charisma
Inspiration
Intellectual stimulation
Individualized consideration
Empowerment
Integrity
Copyright © 2010 John Wiley & Sons, Inc. 13-31
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Drucker’s “old-fashioned” leadership.
Leadership is more than charisma; it is
“good old-fashioned” hard work.
Essentials of “old-fashioned” leadership:
Defining and establishing a sense of
mission.
Accepting leadership as a “responsibility”
rather than a rank.
Earning and keeping the trust of others.