© 2012 SouthWestern, Cengage Learning, Inc. PowerPoint...

PowerPoint Presentation by Charlie Cook The University of West Alabama

PowerPoint Presentation by Charlie Cook The University of West Alabama

© 2012 SouthWestern, Cengage Learning, Inc. All rights reserved. © 2012 SouthWestern, Cengage Learning, Inc. All rights reserved.

© 2012 SouthWestern, Cengage Learning, Inc. All rights reserved. 11–2

1. 1. Describe the nature of leadership and relate leadership Describe the nature of leadership and relate leadership to management. to management.

2. 2. Discuss and evaluate the two generic approaches to Discuss and evaluate the two generic approaches to leadership. leadership.

3. 3. Identify and describe the major situational approaches Identify and describe the major situational approaches to leadership. to leadership.

4. 4. Identify and describe three related approaches to Identify and describe three related approaches to leadership. leadership.

5. 5. Describe three emerging approaches to leadership. Describe three emerging approaches to leadership. 6. 6. Discuss political behavior in organizations and how it Discuss political behavior in organizations and how it

can be managed. can be managed.

Learning Objectives After studying this chapter, you should be able to: Learning Objectives After studying this chapter, you should be able to:


The Nature of Leadership The Nature of Leadership

• • Leaders Leaders Ø Ø People who can influence the behaviors of People who can influence the behaviors of others without having to rely on force. others without having to rely on force.

Ø Ø People who are accepted as leaders by others. People who are accepted as leaders by others.

• • Process: what leaders actually do. Process: what leaders actually do. Ø Ø Use noncoercive influence to shape Use noncoercive influence to shape the group’s or organization’s goals. the group’s or organization’s goals.

Ø Ø Motivate others’ behavior toward goals. Motivate others’ behavior toward goals. Ø Ø Help to define organizational culture. Help to define organizational culture.

• • Property: who leaders are. Property: who leaders are. Ø Ø The set of characteristics attributed to The set of characteristics attributed to individuals perceived to be leaders. individuals perceived to be leaders.


Distinctions Between Management and Leadership Distinctions Between Management and Leadership

Leadership Activity Management

Establishing direction and vision for the organization

Creating an agenda Planning and budgeting, allocating resources

Aligning people through communications and actions that provide

direction

Developing a human network for achieving the

agenda

Organizing and staffing, structuring and monitoring

implementation

Motivating and inspiring by satisfying needs

Executing plans Controlling and problem solving

Produces useful change and new approaches to

challenges

Outcomes Produces predictability and order and attains results


11.1 Distinctions between Management and Leadership

Activity Management Leadership

Creating an agenda Planning and budgeting: Establishing detailed steps and timetables for achieving needed results; allocating the resources necessary to make those needed results happen

Establishing direction: Developing a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision

Developing a human network for achieving the agenda

Organizing and staffing: Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation

Aligning people: Communicating the direction by words and deeds to everyone whose cooperation may be needed to influence the creation of teams and coalitions that understand the visions and strategies and accept their validity

Executing plans Controlling and problem solving: Monitoring results versus planning in some detail, identifying deviations, and then planning and organizing to solve these problems

Motivating and inspiring: Energizing people to overcome major political, bureaucratic, and resource barriers by satisfying very basic, but often unfulfilled, human needs

Outcomes Produces a degree of predictability and order and has the potential to produce consistently major results expected by various stakeholders (for example, for customers, always being on time; or, for stockholders, being on budget)

Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (for example, new products that customers want, or new approaches to labor relations that help make a firm more competitive)


Types of Power in Organizations Types of Power in Organizations

Legitimate Reward Coercive Referent Expert

Types of Power


Power and Leadership Power and Leadership

Power is the ability to affect the behavior of others. Power is the ability to affect the behavior of others.

Legitimate power Legitimate power Power granted through the organizational hierarchy. Power granted through the organizational hierarchy.

Reward power Reward power The power to give or withhold rewards. The power to give or withhold rewards.

Coercive power Coercive power The capability to force compliance by means of The capability to force compliance by means of psychological, emotional, or physical threat. psychological, emotional, or physical threat.

Referent power Referent power The personal power that accrues to someone based The personal power that accrues to someone based on identification, imitation, loyalty, or charisma. on identification, imitation, loyalty, or charisma.

Expert power Expert power Power derived from the possession of information or Power derived from the possession of information or expertise. expertise.


Power and Leadership Power and Leadership

Legitimate request

Coercion

Personal identification

Information distortion

Inspirational appeal

Rational persuasion

Instrumental compliance

Uses of Power by Leaders


Management Challenge Question Management Challenge Question

• • How would you rank the effectiveness of the How would you rank the effectiveness of the forms of power that are used by managers when forms of power that are used by managers when their subordinates are the same age as you are their subordinates are the same age as you are now? now? Ø ØWhich type of power is most effective? Why? Which type of power is most effective? Why? Ø ØWhich type of power is the least effective? Why? Which type of power is the least effective? Why? Ø ØWhat does your ranking reveal about how the use of What does your ranking reveal about how the use of power by managers is changing (or must change) in power by managers is changing (or must change) in today’s organization? today’s organization?


Generic Approaches to Leadership Generic Approaches to Leadership

• • Leadership Traits Approach Leadership Traits Approach Ø Ø Assumed that a basic set of personal traits that Assumed that a basic set of personal traits that differentiated leaders from nonleaders could be used differentiated leaders from nonleaders could be used to identify and predict who would become leaders. to identify and predict who would become leaders.

Ø ØCould not establish empirical relationships between Could not establish empirical relationships between traits and persons regarded as leaders. traits and persons regarded as leaders.

• • Leadership Behaviors Approach Leadership Behaviors Approach Ø Ø Assumed that effective leaders somehow behaved Assumed that effective leaders somehow behaved differently from ineffective leaders. differently from ineffective leaders.

Ø ØWas intended to develop a fuller understanding of Was intended to develop a fuller understanding of leadership behaviors. leadership behaviors.


Approaches to Leadership Approaches to Leadership

Jobcentered behavior

Employeecentered behavior

Initiatingstructure behavior

Consideration behavior

Leadership Behaviors Studies

Michigan Studies Ohio State Studies


Michigan Studies (Rensis Likert) Michigan Studies (Rensis Likert)

• • Identified two forms of leader behavior Identified two forms of leader behavior Ø Ø Job Job centered behavior centered behavior

v v Managers who pay c Managers who pay close attention to subordinates’ work, lose attention to subordinates’ work, explain work procedures, and are keenly interested in explain work procedures, and are keenly interested in performance. performance.

Ø Ø Employee Employee centered behavior centered behavior v v Managers who f Managers who focus on the development of cohesive work ocus on the development of cohesive work groups and employee satisfaction. groups and employee satisfaction.

Ø Ø The two forms of leader behaviors were considered to The two forms of leader behaviors were considered to be at opposite ends of the same continuum. be at opposite ends of the same continuum.


Ohio State Studies Ohio State Studies

• • Identified two basic leadership styles that can be Identified two basic leadership styles that can be exhibited simultaneously: exhibited simultaneously: Ø Ø Initiating Initiating structure behavior structure behavior

v v The leader defines leader The leader defines leader subordinate role expectations, subordinate role expectations, formalizes communications, and sets working agenda. formalizes communications, and sets working agenda.

Ø ØConsideration behavior Consideration behavior v v The leader shows concern for subordinates and attempts to The leader shows concern for subordinates and attempts to establish a friendly and supportive climate. establish a friendly and supportive climate.

• • Initial assumption was that the most effective Initial assumption was that the most effective leaders exhibit high levels of both behaviors. leaders exhibit high levels of both behaviors.


Ohio State Studies (cont’d) Ohio State Studies (cont’d)

• • Subsequent research indicated that: Subsequent research indicated that: Ø Ø Employees of supervisors ranked high on initiating Employees of supervisors ranked high on initiating structure were high performers, yet they expressed structure were high performers, yet they expressed low levels of satisfaction and higher absenteeism. low levels of satisfaction and higher absenteeism.

Ø Ø Employees of supervisors ranked high on Employees of supervisors ranked high on consideration had low performance ratings, yet they consideration had low performance ratings, yet they had high levels of satisfaction and less absenteeism. had high levels of satisfaction and less absenteeism.

Ø ØOther situational variables make consistent leader Other situational variables make consistent leader behavior predictions difficult. There is no universal or behavior predictions difficult. There is no universal or “one best way” model of leadership. “one best way” model of leadership.


11.1 The Managerial Grid


Situational Models of Leader Behavior Situational Models of Leader Behavior

• • Assumptions: Assumptions: Ø Ø Appropriate leader behavior varies from one situation Appropriate leader behavior varies from one situation to another. to another.

Ø Ø Situational factors that determine appropriate leader Situational factors that determine appropriate leader behavior can be identified. behavior can be identified.

• • Situational Leadership Theories: Situational Leadership Theories: Ø Ø Least preferred coworker theory Least preferred coworker theory Ø Ø Path Path goal theory goal theory Ø ØDecision tree approach Decision tree approach Ø Ø Leader Leader member exchange approach member exchange approach


LeastPreferred Coworker Theory LeastPreferred Coworker Theory

• • Assumptions: Assumptions: Ø Ø The appropriate style of leadership varies with The appropriate style of leadership varies with situational favorableness (from leader’s viewpoint). situational favorableness (from leader’s viewpoint).

Ø Ø Leadership styles are fixed so the situation must be Leadership styles are fixed so the situation must be changed to fit the leader’s style. changed to fit the leader’s style.

• • Least Preferred Coworker (LPC) Measure Least Preferred Coworker (LPC) Measure Ø Ø Asks leaders to describe the person with whom they Asks leaders to describe the person with whom they are least able to work well. are least able to work well. v v High scale scores indicate a relationship orientation. High scale scores indicate a relationship orientation. v v Low scores indicate a task orientation. Low scores indicate a task orientation.


LPC Theory Contingency Variables LPC Theory Contingency Variables

• • Situational Favorableness Variables: Situational Favorableness Variables: Ø Ø Leader Leader member relations member relations

v v The nature of the relationship between The nature of the relationship between the leader and the work group. the leader and the work group.

Ø Ø Task structure Task structure v v The degree to which the group’s task is defined. The degree to which the group’s task is defined.

Ø Ø Position power Position power v v The power vested in the leader’s position. The power vested in the leader’s position.


11.2 The LeastPreferred Coworker Theory of Leadership


PathGoal Theory PathGoal Theory

• • Assumes that the primary leader functions are: Assumes that the primary leader functions are: Ø Ø To make valued or desired rewards available in the To make valued or desired rewards available in the workplace workplace

Ø Ø To clarify for the subordinate the kinds of behavior To clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards. that will lead to goal accomplishment or rewards.


PathGoal Theory (cont’d) PathGoal Theory (cont’d)

Leader Behaviors Leader Behaviors Directive Directive Letting subordinates know what is expected of them, Letting subordinates know what is expected of them,

giving guidance and direction, and scheduling work. giving guidance and direction, and scheduling work.

Supportive Supportive Being friendly and approachable, having concern for Being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals. subordinate welfare, and treating subordinates as equals.

Participative Participative Consulting with subordinates, soliciting suggestions, and Consulting with subordinates, soliciting suggestions, and allowing participation in decision making. allowing participation in decision making.

Achievement Achievement oriented oriented

Setting challenging goals, expecting subordinates to Setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing perform at high levels, encouraging and showing confidence in subordinates. confidence in subordinates.


PathGoal Theory: Situational Factors PathGoal Theory: Situational Factors

Work Situation

Leadership Style

Impact on Followers

Expected Results

Follower lacks selfconfidence

Supportive Increases self confidence to complete task

Increased effort. job satisfaction, and performance; fewer grievances

Lack of job challenge

Achievement oriented

Encourages setting high but attainable goals

Improved performance and greater job satisfaction

Improper procedures and poor decisions

Participative Clarifies follower need for making suggestions and involvement

Improved performance and greater satisfaction; less turnover

Ambiguous job Directive Clarifies path to get rewards

Improved performance and job satisfaction


11.3 The PathGoal Framework


Vroom’s Decision Tree Approach Vroom’s Decision Tree Approach

• • Model attempts to prescribe a leadership style Model attempts to prescribe a leadership style appropriate to a given situation. appropriate to a given situation.

• • Basic Assumptions: Basic Assumptions: Ø Ø Subordinates participation in decision making Subordinates participation in decision making depends on the characteristics of the situation. depends on the characteristics of the situation.

Ø ØNo one decision No one decision making process is best for all making process is best for all situations. situations.


Using the Decision Tree Approach Using the Decision Tree Approach

• • After evaluating a problem’s attributes, a leader can After evaluating a problem’s attributes, a leader can choose a decision path on one of two decision trees that choose a decision path on one of two decision trees that determines the decision style and specifies the amount determines the decision style and specifies the amount of employee participation. of employee participation. Ø ØDecision significance Decision significance

v v The impact of the decision on the organization. Subordinates The impact of the decision on the organization. Subordinates are involved when decision significance is high. are involved when decision significance is high.

Ø ØDecision Timeliness Decision Timeliness v v The time pressure for making a decision may preclude The time pressure for making a decision may preclude involving subordinates. involving subordinates.


DecisionMaking Style Choices DecisionMaking Style Choices

Decide (alone)

Consult (individually)

Consult (group)

Facilitate

DecisionMaking Styles

Delegate


Decision Style and Subordinate Participation Decision Style and Subordinate Participation

DecisionMaking Style Level of Subordinate Participation in Decision

Decide Manager makes decision alone and then announces or “sells” it to the group.

Consult (individually) Manager presents program to group members individually, obtains their suggestions, then makes the decision.

Consult (group) Manager presents problem to group at a meeting, gets their suggestions, then makes the decision.

Facilitate Manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.

Delegate Manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.


11.4 Vroom’s TimeDriven Decision Tree


11.5 Vroom’s DevelopmentDriven Decision Tree


The LeaderMember Exchange (LMX) Approach The LeaderMember Exchange (LMX) Approach

• • Stresses the importance of variable Stresses the importance of variable relationships between supervisors relationships between supervisors and each of their subordinates. and each of their subordinates.

• • Vertical dyads Vertical dyads Ø Ø Leaders form unique independent Leaders form unique independent relationships with each subordinate relationships with each subordinate (dyads) in which the subordinate (dyads) in which the subordinate becomes a member of the leader’s becomes a member of the leader’s out out group or in group or in group group


11.6 The Leader–Member Exchange Model


Management Challenge Question Management Challenge Question

• • Out of the Loop? Out of the Loop? What effects does a dyadic relationship with a What effects does a dyadic relationship with a leader have on a subordinate’s participation in leader have on a subordinate’s participation in decision decision making processes? making processes?


Related Approaches to Leadership Related Approaches to Leadership

• • Substitutes for Leadership Substitutes for Leadership Ø Ø A concept that identifies situations in which leader A concept that identifies situations in which leader behavior is neutralized or replaced by characteristics behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization. of subordinates, the task, and the organization.

Characteristics that Substitute for Leadership Subordinate Task Organization

Ability Experience

Need for independence Professional orientation Indifference towards organizational goals

Routineness The availability of feedback

Intrinsic satisfaction

Formalization Group cohesion

Inflexibility A rigid reward structure


Charismatic Leadership Charismatic Leadership

• • Charisma Charisma Ø Ø An interpersonal attraction that inspires support and An interpersonal attraction that inspires support and acceptance, is an individual characteristic of a leader. acceptance, is an individual characteristic of a leader.

• • Charismatics Charismatics Ø Ø Are more successful than noncharismatic persons. Are more successful than noncharismatic persons. Ø Ø Are self Are self confident leaders confident leaders Ø ØHave a firm conviction in their beliefs and ideals Have a firm conviction in their beliefs and ideals Ø Ø Possess a strong need to influence people. Possess a strong need to influence people.


Charismatic Leadership (cont’d) Charismatic Leadership (cont’d)

• • Charismatic leaders must be able to: Charismatic leaders must be able to: Ø Ø Envision the future, set high Envision the future, set high expectations, and model behaviors expectations, and model behaviors consistent with those expectations. consistent with those expectations.

Ø Ø Energize others through a demonstration Energize others through a demonstration of excitement, personal confidence, of excitement, personal confidence, and patterns of success. and patterns of success.

Ø Ø Enable others by supporting them, Enable others by supporting them, by empathizing with them, and by by empathizing with them, and by expressing confidence in them. expressing confidence in them.


Transformational Leadership Transformational Leadership

• • Transformational Leadership Transformational Leadership Ø ØGoes beyond ordinary expectations by: Goes beyond ordinary expectations by: v v transmitting a sense of mission transmitting a sense of mission v v stimulating learning stimulating learning v v inspiring new ways of thinking inspiring new ways of thinking


Keys to Successful Leadership Keys to Successful Leadership

Trusting in subordinate

s

Keeping cool

Being an expert

Simplifying things

Inviting dissent

Encouraging risk

Developing a vision

Successful Leadership


The Future of Leadership The Future of Leadership

Strategic Leadership

CrossCultural Leadership

Ethical Leadership

Emerging Approaches to Leadership


Emerging Approaches to Leadership Emerging Approaches to Leadership

• • Strategic Leadership Strategic Leadership Ø Ø Top management’s capability to understand the Top management’s capability to understand the complexities of both the organization and its complexities of both the organization and its environment and to lead change in the organization in environment and to lead change in the organization in order to achieve and maintain a superior alignment order to achieve and maintain a superior alignment between the organization and its environment. between the organization and its environment.

• • Cross Cross Cultural Leadership Cultural Leadership Ø Ø The capability to provide purpose and direction that The capability to provide purpose and direction that encompasses both international and diversity encompasses both international and diversity based based cultural differences in the organization. cultural differences in the organization.


Emerging Approaches to Leadership (cont’d) Emerging Approaches to Leadership (cont’d)

• • Ethical Leadership Ethical Leadership Ø Ø Involves providing a strong corporate governance Involves providing a strong corporate governance model to the organization that reflects the high ethical model to the organization that reflects the high ethical standards of its leaders. standards of its leaders.

Ø ØRequires holding those who lead the organization Requires holding those who lead the organization accountable for their actions and the consequences accountable for their actions and the consequences of their actions. of their actions.


Political Behavior in Organizations Political Behavior in Organizations

• • Political Behavior Political Behavior Ø Ø The activities carried out for the specific purpose of acquiring, The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s developing, and using power and other resources to obtain one’s preferred outcomes. preferred outcomes.

Inducement

Creation of an obligation

Coercion Impression management

Persuasion Common Political

Behaviors


Management Challenge Questions Management Challenge Questions

• • How could managers use impression How could managers use impression management to increase their referent and management to increase their referent and expert powers? expert powers?

• • How could impression management conflict with How could impression management conflict with ethical leadership? ethical leadership?


You’re the Boss!! You’re the Boss!!

• • Is delegation an act of political behavior by a Is delegation an act of political behavior by a manager? Why or Why not? manager? Why or Why not?

• • What elements common to political behaviors in What elements common to political behaviors in organizations are present in delegation? organizations are present in delegation?

• • What should a manager do to make sure that an What should a manager do to make sure that an act of delegation is not mistaken for political act of delegation is not mistaken for political behavior? behavior?


Managing Political Behavior Managing Political Behavior

• • Know that even if actions are not politically motivated, Know that even if actions are not politically motivated, others may assume that they are. others may assume that they are.

• • Stop subordinates from engaging in political behavior by Stop subordinates from engaging in political behavior by providing them with autonomy, responsibility, challenge, providing them with autonomy, responsibility, challenge, and feedback. and feedback.

• • Avoid using power to avoid charges of political Avoid using power to avoid charges of political motivation. motivation.

• • Get disagreements and conflicts out in the open so that Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political subordinates have less opportunity to engage in political behavior. behavior.

• • Avoid covert behaviors that give the impression of Avoid covert behaviors that give the impression of political intent even if none exists. political intent even if none exists.


A Model of Ethical Political Behavior A Model of Ethical Political Behavior

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