Post on 01-Jun-2018
8/9/2019 Management 010 Leadership
1/31
C h a
p t e r
11
C h a
p t e r
1010LeadershipLeadership
8/9/2019 Management 010 Leadership
2/31
14-2© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Learning ObjectivesLearning Objectives
After studying the chapter, you should be able to:
Explain what leadership is, when leaders areeffective and ineffective, and the sources of power
that enable managers to be effective leaders.
Identify the traits that show the strongest
relationship to leadership, the behaviors leaders
engage in, and the limitations of the trait and
behavioral models of leadership.
8/9/2019 Management 010 Leadership
3/31
14-3© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Learning ObjectivesLearning Objectives
Explain how contingency models of
leadership enhance our understanding ofeffective leadership and management inorganizations.
Describe what transformational leadershipis, and explain how managers can engage
in it. Characterize the relationship between
gender leadership.
8/9/2019 Management 010 Leadership
4/31
14-4© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
The Nature of LeadershipThe Nature of Leadership
Leadership
The process by which a person exerts influenceover others and inspires, motivates and directstheir activities to achieve group or organizational
goals. Effective leadership increases the firm’s ability to meet
new challenges.
Leader An individual who is able to exert influence over
other people to help achieve group or
organizational goals
8/9/2019 Management 010 Leadership
5/31
14-5© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
The Nature of LeadershipThe Nature of Leadership
Personal Leadership Style
The specific ways in which a manager chooses toinfluence others shapes the way that manager
approaches the other tasks of management.
Leaders may delegate and support subordinates, while
others are very authoritarian.
The challenge is for managers
at all levels to develop an
effective personal management
style.
8/9/2019 Management 010 Leadership
6/31
14-6© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Leadership Across CulturesLeadership Across Cultures
Leadership styles may vary among
different countries or cultures. European managers tend to be more
people-oriented than American orJapanese managers.
Japanese managers are group-oriented,
while U.S managers focuses more onprofitability.
Time horizons also are affected by cultures.
8/9/2019 Management 010 Leadership
7/31
14-7© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Sources of Managerial Power Sources of Managerial Power
Figure 14.1
8/9/2019 Management 010 Leadership
8/31
14-8© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Power: The Key to LeadershipPower: The Key to Leadership
Legitimate Power
The authority that a manager has by virtue of his orher position in the firm. Example: the power to hire or fire employees.
Reward Power The ability of a manager to give or withhold
tangible and intangible rewards. Example: awarding pay raises or providing verbal praise
for good performance.
Effective managers use reward power to signal to
employees that they are doing a good job.
8/9/2019 Management 010 Leadership
9/31
14-9© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Power: The Key to LeadershipPower: The Key to Leadership
Coercive Power
The ability of a manager to punish others. Examples: verbal reprimand, pay cuts, and dismissal
Limited in effectiveness and application; can have serious
negative side effects.
Expert Power
Power that is based on special knowledge, skills,and expertise that the leader possesses.
First-line and middle managers have the most expert
power; most often consists of technical ability.
8/9/2019 Management 010 Leadership
10/31
14-10© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Power: The Key to LeadershipPower: The Key to Leadership
Referent Power
Power that comes from subordinates’ andcoworkers’ respect for the personal
characteristics of a leader which earns theirloyalty and admiration.
Usually held by and available for use bylikable managers who are concerned about
their workers.
8/9/2019 Management 010 Leadership
11/31
14-11© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Empowerment: An Ingredient in
Modern Management
Empowerment: An Ingredient in
Modern ManagementEmpowerment
The process of giving workers at all levelsmore authority to make
decisions and theresponsibility for their
outcomes.
8/9/2019 Management 010 Leadership
12/31
14-12© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Empowerment: An Ingredient in
Modern Management
Empowerment: An Ingredient in
Modern Management
Empowerment helps managers: Get workers involved in the decisions.
Increase worker commitment and motivation. Have time to focus on other issues.
8/9/2019 Management 010 Leadership
13/31
14-13© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Leadership ModelsLeadership Models
Trait Model
Attempted to identify personalcharacteristics that cause for effectiveleadership. Research shows that certain personal
characteristics do appear to be connected toeffective leadership.
Many “traits” are the result of skills andknowledge and effective leaders do notnecessarily possess all of these traits.
8/9/2019 Management 010 Leadership
14/31
14-14© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Leadership ModelsLeadership Models
Behavioral Model Identifies the two basic types of behavior
that many leaders engaged in to influencetheir subordinates
8/9/2019 Management 010 Leadership
15/31
14-15© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Leadership ModelsLeadership Models
Behavioral Model
Consideration: employee-centered leadershipbehavior indicating that a manager trusts,respects, and cares about subordinates
Initiating structure: job-oriented leadershipbehavior that managers engage in to ensure thatwork gets done, subordinates perform their jobs
acceptably, and the organization is efficient andeffective.
Both behaviors are independent; managers can
be high or low on both behaviors.
8/9/2019 Management 010 Leadership
16/31
14-16© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Contingency Models of LeadershipContingency Models of Leadership
Fiedler’s Model
Effective leadership is contingent on both thecharacteristics of the leader and of the situation.
Leader style is the enduring, characteristic
approach to leadership that a manager uses anddoes not readily change. Relationship-oriented style: leaders concerned with
developing good relations with their subordinates and tobe liked by them.
Task-oriented style: leaders whose primary concern is toensure that subordinates perform at a high level so the job
gets done.
8/9/2019 Management 010 Leadership
17/31
14-17© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Fiedler’s ModelFiedler’s Model
Situation Characteristics
How favorable a situation is for leading to occur. Leader-member relations—determines how much
workers like and trust their leader.
Task structure—the extent to which workers tasksare clear-cut; clear issues make a situationfavorable for leadership.
Position Power—the amount of legitimate, reward,and coercive power leaders have due to theirposition. When positional power is strong,
leadership opportunity becomes more favorable.
8/9/2019 Management 010 Leadership
18/31
14-18© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Fiedler’s Contingency Theory of
Leadership
Fiedler’s Contingency Theory of
Leadership
Figure 14.2
8/9/2019 Management 010 Leadership
19/31
14-19© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Fiedler’s Model in ApplicationFiedler’s Model in Application
Combines considerations of leader-member
relations, task structure, and position powerto identify leadership situations.
Identifies situations where given types of
managers might perform best.
Leader style is a characteristic managers cannot
change; managers will be most effective when: they are placed in situations that suit their leader style.
the situation can be changed to fit the manager’s leader
style.
8/9/2019 Management 010 Leadership
20/31
14-20© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
House’s Path-Goal TheoryHouse’s Path-Goal Theory
A contingency model of leadership proposing
the effective leaders can motivatesubordinates by:1. Clearly identifying the outcomes workers are
trying to obtain from their jobs.2. Rewarding workers for high-performance and
goal attainment with the outcomes they desire
3. Clarifying the paths to the attainment of the goals,remove obstacles to performance, and expressconfidence in worker’s ability.
8/9/2019 Management 010 Leadership
21/31
14-21© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Motivating with Path-GoalMotivating with Path-Goal
Path-Goal identifies four leadership behaviors:
Directive behaviors: set goals, assign tasks, showhow to do things.
Supportive behavior: look out for the worker’s best
interest.
Participative behavior: give subordinates a say in
matters that affect them. Achievement-oriented behavior: Setting very
challenging goals, believing in worker’s abilities.
8/9/2019 Management 010 Leadership
22/31
14-22© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Motivating with Path-GoalMotivating with Path-Goal
Which behavior to
be used dependson the nature of
the subordinatesand the tasks.
8/9/2019 Management 010 Leadership
23/31
14-23© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
The Leader Substitutes ModelThe Leader Substitutes Model
Leadership Substitute
Acts in the place of a leader and makes leadershipunnecessary. Possible substitutes can be found in: Characteristics of the subordinates: their skills,
experience, motivation.
Characteristics of context: the extent to which work isinteresting and fun.
Worker empowerment or self-managed workteams reduce leadership needs.
Managers should be aware that they do not alwaysneed to directly exert influence over workers.
8/9/2019 Management 010 Leadership
24/31
14-24© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Transformational LeadershipTransformational Leadership
Leadership that:
Makes subordinates aware of the importance oftheir jobs and performance to the organization by
providing feedback to the worker.
Makes subordinates aware of their own needs forpersonal growth and development.
Motivates workers to work for the good of theorganization, not just themselves.
8/9/2019 Management 010 Leadership
25/31
14-25© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Being a Charismatic Leader Being a Charismatic Leader
Charismatic Leader
An enthusiastic, self-confident transformationalleader able to clearly communicate his or hervision of how good things could be by:
Being excited and clearly communicating excitement tosubordinates.
Openly sharing information with employees so thateveryone is aware of problems and the need for change.
Empowering workers to help with solutions. Engaging in the development of employees by working
hard to help them build skills.
8/9/2019 Management 010 Leadership
26/31
8/9/2019 Management 010 Leadership
27/31
14-27© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Intellectual StimulationIntellectual Stimulation
Behavior a leader engages in to make
followers be aware of problems andview these problems in new ways,
consistent with the leader’s vision.
8/9/2019 Management 010 Leadership
28/31
14-28© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Developmental ConsiderationDevelopmental Consideration
Behavior a leader engages in to support
and encourage followers and help themdevelop and
grow on the job.
8/9/2019 Management 010 Leadership
29/31
14-29© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Gender and LeadershipGender and Leadership
The number of women managers is rising but
is still relatively low in the top levels ofmanagement. Stereotypes suggest women are supportive and
concerned with interpersonal relations. Similarly,men are seen as task-focused. Research indicates that actually there is no gender-based
difference in leadership effectiveness. Women are seen to be more participative than men
because they adopt the participative approach toovercome subordinate resistance to them as managers
and they have better interpersonal skills.
8/9/2019 Management 010 Leadership
30/31
8/9/2019 Management 010 Leadership
31/31
14-31© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Movie Example: The PatriotMovie Example: The Patriot
How many ways does Benjamin
Martin (Gibson) show leadership?What type of leader is he?