1LeadershipLeadershipLeadershipLeadership

5Managers Versus LeadersManagers Versus LeadersManagers Versus LeadersManagers Versus Leaders

Managers

Are appointed to their position.

Can influence people only to the extent of the formal authority of their position.

Do not necessarily have the skills and capabilities to be leaders.

Leaders

Are appointed or emerge from within a work group.

Can influence other people and have managerial authority.

Do not necessarily have the skills and capabilities to be managers.

6DefinitionsDefinitionsDefinitionsDefinitionsLeaders

Persons who are able to influence others and who possess managerial authority

Leadership

The ability to influence a group toward the achievement of the goals

7The Fiedler ModelThe Fiedler ModelThe Fiedler ModelThe Fiedler ModelFiedler contingency model

The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

8The Fiedler ModelThe Fiedler ModelThe Fiedler ModelThe Fiedler ModelLeadership styles Task-oriented versus relationship oriented Measured by the least-preferred co-worker (LPC) questionnaire

Key situational factorsLeader-member relations -The degree of confidence, trust, and respect subordinates have in their leader

Task structure -The degree to which the job assignments are procedurized

Position power -The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases

9Findings of the Fiedler ModelFindings of the Fiedler ModelFindings of the Fiedler ModelFindings of the Fiedler Model

10

PathPathPathPath----Goal TheoryGoal TheoryGoal TheoryGoal TheoryPath-goal theory

The theory that a leader's behavior is acceptable to subordinates insofar as they view it as a source of either immediate or future satisfaction

A leaders behavior is motivational to the extent that it:

1. makes the satisfaction of subordinates needs contingent on effective performance

2. provides the coaching, guidance, support, and rewards necessary for effective performance

11

PathPathPathPath----Goal TheoryGoal TheoryGoal TheoryGoal TheoryTo test the theory, four leadership behaviors were identified:

Directive leader: lets subordinates know whats expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks

Supportive leader: is friendly and shows concern for the needs of subordinates

Participative leader: consults with subordinates and uses their suggestions before making a decision

Achievement-oriented leader: sets challenging goals and expects subordinates to perform at their highest level

12

PathPathPathPath----Goal TheoryGoal TheoryGoal TheoryGoal Theory

13

Some hypotheses that have evolved out of Path-Goal theory Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out.

Supportive leadership results in high employee performance and satisfaction when subordinates are performing structured tasks.

Directive leadership is likely to be perceived as redundant among subordinates with high perceived ability or with considerable experience.

The clearer and more bureaucratic the formal authority relationships, the more leaders should exhibit supportive behavior and deemphasize directive behavior.

Directive leadership will lead to higher employee satisfaction when there is substantial conflict within a work group.

Subordinates with an internal locus of control will be more satisfied with a participative style; those with an external locus of control will be more satisfied with a directive style.

Achievement-oriented leadership will increase subordinates expectancies that effort will lead to high performance when tasks are ambiguously structured.

14

Attribution Theory of LeadershipAttribution Theory of LeadershipAttribution Theory of LeadershipAttribution Theory of LeadershipAttribution theory of leadershipProposes that leadership is merely an attribution that people make about other individuals

Researchers have found that people tend to characterize leaders as having traits such as intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness.

Similarly, the high-high leader has been found to be consistent with peoples attributions of what makes a good leader.

15

Charismatic Leadership TheoryCharismatic Leadership TheoryCharismatic Leadership TheoryCharismatic Leadership TheoryCharismatic leadership

Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors

Key characteristics of Charismatic Leaders

Self-confidence Vision Ability to articulate the vision

Strong convictions about the vision

Behavior that is out of the ordinary

Appearance as a change agent

Environment sensitivity

16

Visionary LeadershipVisionary LeadershipVisionary LeadershipVisionary LeadershipVisionary leadership

The ability to create and articulate a realistic, credible, attractive vision of the future for an organization or organizational unit that grows out of and improves upon the present

17

Visionary LeadershipVisionary LeadershipVisionary LeadershipVisionary Leadership The key properties of a vision seem to be inspirational possibilities that are value centered, are realizable, have superior imagery, and are well articulated.

Visionary leaders have the ability to:Explain the vision to others.

Express the vision not just verbally but through behavior.

Extend or apply the vision to different leadership contexts.

18

Team LeadershipTeam LeadershipTeam LeadershipTeam LeadershipTeam Leadership Characteristics Having patience to share information Being able to trust others and to give up authority Understanding when to intervene

Team Leaders Job Managing the teams external boundary Facilitating the team process

Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication

19

Team LeadershipTeam LeadershipTeam LeadershipTeam Leadership

20

Transactional vs. Transformational Transactional vs. Transformational Transactional vs. Transformational Transactional vs. Transformational

LeadershipLeadershipLeadershipLeadership

Transactional Leadership Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.Transformational Leadership Leaders who provide individualized consideration, intellectual stimulation, and possess charisma They pay attention to the concerns and developmental needs of individual followers; they change followers awareness of issues by helping them to look at old problems in new ways; and they are able to excite, arouse, and inspire followers to put out extra effort to achieve group goals

21

Contemporary Issues in LeadershipContemporary Issues in LeadershipContemporary Issues in LeadershipContemporary Issues in Leadership

Leaders and Power

Creating a Culture of Trust

Leading Through Empowerment

Gender and Leadership

Leadership Styles and Different Cultures

22

Leaders and PowerLeaders and PowerLeaders and PowerLeaders and PowerPower

The capacity of a leader to influence work actions or decisions

23

Leaders and PowerLeaders and PowerLeaders and PowerLeaders and PowerLegitimate Power - The power a person has as a result of his or her position in the formal organizational hierarchy; also called authority

Coercive power - Power that rests on the application, or the threat of application, of physical sanctions such as the infliction of pain; the arousal of frustration through restriction of movement; or the controlling by force of basic physiological or safety needs

Reward power - Power that produces positive benefits or rewardExpert power - Influence that results from expertise, special skill, or knowledge

Referent power - Power that arises from identification with a person who has desirable resources or personal traits

24

Creating a Culture of TrustCreating a Culture of TrustCreating a Culture of TrustCreating a Culture of TrustCredibilityThe degree to which followers perceive someone as honest, competent, and able to inspire

TrustThe belief in the integrity, character, and ability of a leader.

Dimensions of trust: integrity, competence, consistency, loyalty, and openness.

Trust is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment.

25

Creating a Culture of TrustCreating a Culture of TrustCreating a Culture of TrustCreating a Culture of TrustPractice openness.

Be fair.Speak your feelings.

Tell the truth.Show consistency.

Fulfill your promises.Maintain confidences.

Demonstrate competence.

26

Leading Through EmpowermentLeading Through EmpowermentLeading Through EmpowermentLeading Through Empowerment Increasingly, employees are making key operating decisions in developing budgets, scheduling workloads, controlling inventories, solving quality problems, and engaging in similar activities that until recently were viewed as part of a managers job.

The increased use of empowerment is driven by two forces:The need for quick decisions by those people most knowledgeable about the issues

The downsizing of organizations left many managers with considerably larger spans of control than they had earlier.

27

Gender and LeadershipGender and LeadershipGender and LeadershipGender and LeadershipResearch show that males and females use different leadership styles:

Women tend to adopt a more democratic or participative style unless in a male-dominated job.

Women tend to use transformational leadership.

Men tend to use transactional leadership.

28

Gender and LeadershipGender and LeadershipGender and LeadershipGender and Leadership

29

Leadership Styles and Different Leadership Styles and Different Leadership Styles and Different Leadership Styles and Different

CulturesCulturesCulturesCultures

National culture is an important situational variable in determining which leadership style will be effective.

A manipulative, autocratic, or directive style is compatible with high power distance.

Participative leadership is likely to be effective in low power distance cultures.

An achievement-oriented style is likely to be most effective in cultures where uncertainty avoidance is low.

Heroic Leadership: Basics of Leadership

Give people a reason to come to work Help them to develop a passion for their work Instill in them a sense of commitment to their

colleagues Develop their sense of responsibility to

customers

Be loyal to the organizations people

31

Sometimes Leadership is Irrelevant!Sometimes Leadership is Irrelevant!Sometimes Leadership is Irrelevant!Sometimes Leadership is Irrelevant!Substitutes of Leadership Follower characteristics

Experience, training, professional orientation, or the need for independence

Job characteristicsRoutine, unambiguous, and satisfying jobs

Organization characteristicsExplicit formalized goals, rigid rules and procedures, or cohesive work groups