1 the Nature and Importance of Leadership
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Transcript of 1 the Nature and Importance of Leadership
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Leadership: Research Findings, Practice and Skills
4th
Edition, Andrew J. DuBrinCopyright Houghton Mifflin Company
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Explain the meaning of leadership and how itdiffers from management.
Describe how leadership influences
organizational performance. Pinpoint several important leadership roles.
Identify the major satisfactions and frustrationsassociated with the leadership role.
Describe a framework for understandingleadership.
Recognize how leadership skills are developed.
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The ability to inspire confidence and supportamong the people who are needed to achieveorganizational goals
May be considered a long-term relationship, orpartnership, between leaders and group members
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Interpersonal influence, directed throughcommunication toward goal attainment
The influential increment over and above
mechanical compliance with directions and orders An act that causes others to act or respond in a
shared direction
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The art of inf luencing people by persuasion orexample to follow a line of action
The principle dynamic force that motivates and
coordinates the organization in theaccomplishment of its objectives
A willingness to take the blame
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Not found only among people in high-levelpositions
Needed at all levels
Can be practiced to some extent by persons notassigned to formal leadership positions
The ability to lead effectively is a rare quality
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The power between leader and group members isapproximately balanced
Described [Block] as the opposite of parenting
One person (parent) takes responsibility for the welfareof the other (child)
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Partnership occurs when control shifts from theleader to the group members
From authoritarianism towards shared decision making
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Four things necessary in a partnership:
Exchange of purpose Through dialogue leaders help articulate a widely accepted
vision
A right to say no Can lose an argument but never a voice
Joint accountability Each person takes personable accountability for the success
and failure of the organizational unit
Absolute honesty Not telling the truth is an act of betrayal
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Leadership deals with:
Change
Inspiration
Motivation Influence
Management dealswith:
Planning
Organizing Directing
Controlling
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Leadership deals with the interpersonal aspects ofa mangers job
Planning, organizing and controlling deal with the
administrative aspects Mangers must know how to lead as well as
manage [Kotter]
Without being lead as well as managed, organizations
face the threat of extinction
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Visionary
Passionate
Creative
Inspiring Innovative
Courageous
Imaginative Experimental
Independent
Shared Knowledge
Trusting
Warm and Radiant Expresses Humility
Initiator
Acts as Coach,Consultant, Teacher
Does the right things
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Rational
Business-like
Persistent
Tough-minded Analytical
Structured
Deliberative Authoritative
Stabilizing
Centralizes knowledge
Guarded
Cool and Reserved Rarely admits being
wrong
Implementer
Acts as a Boss
Does things right
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In the study of leadership it is important not todownplay the importance of management
Effective leaders have to be good managers
At least supported by effective managers Effective leaders also manage and effective
managers also lead
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The results of one study showed
Transactional (routine) leadership was not significantlyrelated to performance
Charismatic (inspirational) leadership was slightly,positively related to performance
In an uncertain environment, charismatic leadershipwas more strongly related to performance
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The process of attributing causality to events
To simplify and understand complex socialsystems of human interaction, people interpret
events in human terms Most organizational successes are attributed to
heroic leaders
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Three major arguments against the importance ofleadership include:
Substitutes for leadership
Leader irrelevance
Complexity theory
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Situational factors have the largest impact onoutcomes
Outside the leaders control
High-level leaders have unilateral control overonly a few resources
Control over these resources is limited by obligations tostakeholders
Firms choose new leaders whose values andbehaviors are similar to previous leaders
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Organizations are complex systems that cannot beexplained by the usual rules of nature
Leaders and managers can do little to alter the
course of the complex organizational system A companys fate is determined by factors outside
the leader/managers control
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Figurehead
Spokesperson
Negotiator
Coach and motivator
Team builder
Team player
Technical problemsolver
Entrepreneur Strategic planner
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A feeling of power and prestige
A chance to help others grow and develop
High income
Respect and status
Good opportunities for advancement
A feeling of being in on things
An opportunity to control resources
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Too much uncompensated overtime
Too many headaches
Not enough authority to carry out responsibility
Loneliness
Too many problems involving people
Too much organizational politics
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Leader characteristics and traits
Inner qualities that help a leader function effectively inmany situations Self-confidence and problem solving skills
Leader behavior and style
The activities engaged in by the leader Characteristic approach related to his or her effectiveness
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Group member characteristics
Attributes of the group that have a bearing on howeffective the leadership attempts will be
Internal and external environment
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Self-management
Think for oneself and to work well without closesupervision
Commitment Committed to something beyond self
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Competence and focus
Build competence and focus efforts for maximumimpact
Courage Independent critical thinkers
Fight for what is right
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Leading is a major part of a managers job
Some research supports the view that the leaderaffects organizational performance
The concepts of substitutes for leadership, leaderirrelevance, and complexity theory suggest thatleadership matters little
Leadership involves carrying out at least nine
different roles There are many sources of both satisfaction and
frustration to leaders
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Leadership is a function of:
Leader characteristics and traits
Leader behavior and style
Group member characteristics
Internal and external environments