Post on 02-Apr-2015
Chapter 14 Leadership
MGMT6© 2014 Cengage Learning
© 2014 Cengage Learning
14-1 explain what leadership is14-2 describe who leaders are and what effective leaders do14-3 explain Fiedler’s contingency theory14-4 describe how path-goal theory works14-5 explain the normative decision theory14-6 explain how visionary leadership (i.e., charismatic or
transformational leadership) helps leaders achieve strategic leadership
Leaders vs. Managers• Doing the right thing• “What should we be doing?”• Vision, mission, goals, objectives• Challenge the status quo• Long-term view• Expand people’s options and
choices• Inspire and motivate people to find
their own solutions• Concerned with ends, what gets
done
© 2014 Cengage Learning
• Doing things right• “How can we do what we’re already
doing better?” • Productivity and efficiency• Preservers of status quo• Short-term view• Limit others’ choices• Sole problems so that others can do
their work• More concerned with means, how
things get done
14-1
Leadership Traits• Trait theory
– effective leaders possess a similar set of traits or characteristics
• Leaders are different from followers in:– drive– desire to lead– honest/integrity– self-confidence– emotional stability– cognitive ability– knowledge of the business
© 2014 Cengage Learning14-2
Leadership Behaviors
• Initiating structure
• Consideration
© 2014 Cengage Learning 14-2
© 2014 Cengage Learning 14-2
Fiedler’s Contingency Theory
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In order to maximize work group performance, leaders must be matched to the right leadership
situation.
•Leaders are effective when the work group they lead performs well. •Leaders are generally unable to change their leadership styles, and they will be more effective when their styles are matched to the proper situation. •The favorableness of a situation permits the leader to influence the behavior of group members.
14-3
Least Preferred Coworker
• Leadership style = the way that leaders generally behave toward their followers.
• Leadership styles are tied to leaders’ underlying needs and personalities.
• Relationship-oriented
• Task-oriented
© 2014 Cengage Learning 14-3
Situational Favorableness
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The degree to which a particular situation either permits or denies a leader the chance to influence the
behavior of group members.
•Leader-member relations
•Task structure
•Position power
14-3
© 2014 Cengage Learning 14-3
© 2014 Cengage Learning 14-3
Leaders and Situations
• Fiedler assumes leaders to be incapable of changing their leadership styles.
• The key − matching leaders to situations…
• …or teaching leaders how to change situational favorableness
© 2014 Cengage Learning 14-3
Path-Goal Theory
Leaders can increase subordinate satisfaction and performance by
clarifying and clearing the paths to goals and by increasing the number
and kinds of rewards available for goal attainment.
© 2014 Cengage Learning 14-4
© 2014 Cengage Learning 14-4
Leadership Styles
• Directive
• Supportive
• Participative
• Achievement-oriented
© 2014 Cengage Learning 14-4
Subordinate Contingencies
• Perceived ability
• Experience
• Locus of control– internals vs. externals
© 2014 Cengage Learning14-4
Environmental Contingencies
• Task structure
• Formal authority system
• Primary work group
© 2014 Cengage Learning 14-4
© 2014 Cengage Learning 14-4
Normative Decision Theory
Helps leaders decide how much employee participation (from none to
letting employees make the entire decision) should be used when making
decisions.
© 2014 Cengage Learning 14-5
© 2014 Cengage Learning 14-5
© 2014 Cengage Learning 14-5
© 2014 Cengage Learning
14-5
Visionary Leadership
Creates a positive image of the future that motivates organizational
members and provides direction for future planning and goal setting.
© 2014 Cengage Learning 14-6
Charismatic Leadership The behavioral tendencies and personal characteristics of leaders that create an
exceptionally strong relationship with followers.
•Articulate a clear vision for the future that is based on strongly held values or morals•Model those values by acting in a way consistent with the vision•Communicate high performance expectations to followers•Display confidence in followers’ abilities to achieve the vision
© 2014 Cengage Learning 14-6
© 2014 Cengage Learning 14-6
Transformational Leadership
© 2014 Cengage Learning
Generates awareness and acceptance of a group’s purpose and mission and gets
employees to see beyond their own needs and self interests for the good of the group.
14-6
Components of Transformational Leadership
• Charismatic leadership or idealized influence
• Inspirational motivation
• Intellectual stimulation
• Individualized consideration
© 2014 Cengage Learning 14-6
Transactional Leadership
Based on an exchange process in which followers are rewarded for good
performance and punished for poor performance.
© 2014 Cengage Learning 14-6
<click screenshot for video>
Camp Bow Wow
1. Does Camp Bow Wow CEO Heidi Ganahl possess qualities associated with contemporary leadership?
2. In what way is Heidi Ganahl’s leadership charismatic and visionary? Give examples.
3. Where does Heidi Ganahl’s leadership fall on the Leader-ship Grid discussed in the chapter? Explain.
© 2014 Cengage Learning