managers as leader

7/28/2019 managers as leader

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Principles of Management

Managersas

Leaders

CHAPTER-8


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AFTER STUDYING THIS LECTURE, YOU SHOULD BE ABLE TO:

Define leadership.

Asses how theories of Leadership help manger atworkplace to guide and motivate the peoples.

Describe modern views of leadership.

Articulate the differences of leadership theories.

Discuss contemporary issues affecting leadership.


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Leader

Someone who can influence others and who has

managerial authority


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Leadership

The process of influencing a group towards theachievement of goals


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Simply..

Leading people

Influencing people

Commanding people

Guiding people


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Managers vs. Leaders

Managers

Focus on things

Do things right Plan

Organize

Direct

Control

Follows the rules

Leaders

Focus on people

Do the right things Inspire

Influence

Motivate

Build

Shape entities


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Theories ofLeadership

EarlyTheories ofLeadership

ContingencyTheories ofLeadership


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Early Theories of Leadership

TraitTheories Behavioral

Theory

University ofIowa

Ohio StateUniversity of

MichiganManagerial Grid


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Trait Theories


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Trait Theories (1920s-30s)

Research focused on identifying personalcharacteristics that differentiated leaders from non-

leaders was unsuccessful.Later research on the leadership process identifiedseven traits associated with successful leadership:

Drive, the desire to lead, honesty and integrity,self-confidence, intelligence, job-relevantknowledge, and extraversion


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Behavioral Theories

Leadership theories that identified behaviors that

differentiated effective leaders from ineffective leadersFour main behavioral studies


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1-University of Iowa

Democratic Style:

Involving subordinates, delegating authority & encouraging participation

Autocratic Style:

Dictating work methods, centralized decision making & limited participationExample: leadership in Army

Laissez-faire style:

Giving group freedom to make decisions & make complete work

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Research findings: mixed resultsDemocratic style of leadership was most effective, although later studies showed mix

result.


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4-Managerial Grid

Appraises leadership styles using two dimensions

Concern for People:

Measured leaders concern for subordinates on a scale of1-9

(low to high)

Concern for Production:

Measured leaders concern for getting job done on a scaleof 1-9

(low to high)


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Contingency Theories of Leadership

The Fiedler Model

Heresy & Blanchard's SituationalTheory

Path-Goal Theory


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Proposes that effective group performance depends upon theproper match between the leaders style of interacting with

followers and the degree to which the situation allows the leader

to control and influence.

Assumptions:

A certain leadership style should be most effective in different types of

situations.Leaders do not readily change leadership styles.

Matching the leader to the situation or changing the situation to make it

favorable to the leader is required.

1-The Fiedler Model


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Least-preferred co-worker (LPC) questionnaire

Determines leadership style by measuring responses to 18 pairs of

contrasting adjectives.

High score: a relationship-oriented leadership styleLow score: a task-oriented leadership style

Situational factors in matching leader to the situation:

1. Leader-member relations

2. Task structure

3. Position power


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2-Hersey & Blanchards Situational Theory

Readiness:

The extent to which followers have the ability andwillingness to accomplish a specific task

A contingency theory that focuses on

followers readiness.


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Leadership Styles and Follower Readiness(Hersey and Blanchard)

Able

WillingUnwilling

Unable

High Task

and

Relationship

Orientations

SupportiveParticipative

Monitoring

Follower

Readiness

Leadership

Styles

Directive


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3-Path-Goal Model

States that the leaders job is to assist his or her followers inattaining their goals and to provide direction or support to ensure

their goals are compatible with organizational goals.

Leaders assume different leadership styles at different times depending on

the situation:

Directive leader

Supportive leader

Participative leader

Achievement oriented leader


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Theories Focus on

Trait Theory. QUALATIES and TRAITS

Behavioral Theory. BEHAVIOUR

ContingencyLeadership Theory SITUATION

Transactional and . EXCHANGE

TransformationalLeadership Theory VISION and MISSION


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Contemporary Views onLeadership


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Contemporary Views on Leadership

Transactional Leadership

TransformationalLeadership

Charismatic Leadership

Visionary Leadership

Team Leadership


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1-Transactional Leadership

Leaders who guide or motivate their followers in the

direction of established goals by clarifying roleand task requirements.


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2-Transformational Leadership

Leaders who inspire followers to transcendtheir own self-interests for the good of the

organization by clarifying role and taskrequirements.

Leaders who also are capable of having a profound and

extraordinary effect on their followers.


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3-Charismatic Leadership

An enthusiastic, self-confident leader whosepersonality and actions influence people to behave

in certain ways.

Characteristics of charismatic leaders:

Have a vision.

Are able to articulate the vision.

Are willing to take risks to achieve the vision.

Are sensitive to the environment and follower needs.

Exhibit behaviors that are out of the ordinary.


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4=Visionary Leadership

A leader who creates and articulates a realistic,credible, and attractive vision of the future that

improves upon the present situation. 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.


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5-Team Leadership

CoachLiaison with

external

constituencies

Conflict Manager Troubleshooter


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Leadership Issues In The21-Century


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Leadership Issues In The

21-Century

Managing Power

Developing Trust

Empowering Employee

Leading Across Culture

Understanding Genderdifferences


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1-Managing Power

Legitimate power

The power a leader has as

a result of his or her

position.

Coercive power

The power a leader has to

punish or control.

Reward power

The power to give

positive benefits orrewards.

Expert power

The influence a leader can

exert as a result of his or

her expertise, skills, orknowledge.

Referent power

The power of a leader that

arise because of a persons

desirable resources or

admired personal traits.


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2- Developing Trust

The belief in the integrity, character, and ability of aleader.

Integrity: Honesty and truthfulness.Competence: Technical and interpersonal knowledge and skills.

Consistency: Reliability, predictability, and good judgment in handlingsituations.

Loyalty: Willingness to protect a person, physically or emotionally.

Openness: Willingness to share and information freely.


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Building Trust

Practice openness

Be fair

Speak your feeling

Tell the truth

Show consistency

Fulfill your promises

Maintain Confidence

Demonstrate competencies


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3- Empowering Employee

The act of increasing the Decision making

discretion of workers.


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4- Leading Across Culture

A. Korean leaders are expected to be paternalistic employees.

B. Arab leaders who show kindness or generosity without

being asked to to do so are seen by other Arabs are weak.

C. Japanese leaders are expected to be humble and speak

frequently.


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5-Gender Differences and Leadership

Research Findings

Males and females use different 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.


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Where Female Managers Do Better: A Scorecard

managers as leader

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