Chapter 9 Leadership: What Makes an Effective Leader?

Chapter 9

Leadership: What Makes an Effective

Leader?

Chapter 9 Leadership: What Makes an Effective Leader? 2

Chapter 9 Objectives

• Describe the roles of leaders, managers, and followers.

• Discuss leadership theories over time.• Identify leadership styles.• List skills required of leaders at different

organizational levels.• Name basic characteristics and behaviors of effective

leaders. • Explain leadership needs for the future.


Understanding Leadership

• Every group will have a leader.• The leader contributes to the success or failure of

whatever effort he or she is leading.• There is currently a need for leaders who can restore

confidence and reassure people of the integrity and quality of organizations.


Understanding Leadership(cont.)

Becoming a Manager or a Leader• The terms leadership and management may be used

interchangeably. • But a person can be a leader without being in an

officially appointed management or supervisory position.

• And a person can be a manager without being a leader.



Becoming a Manager or a Leader (cont.)• Management is the use of resources, including

human resources, to accomplish a goal.• Managers can be leaders only if employees allow

them to influence their attitudes and behaviors. • Influence is the ability to change the attitude or

behavior of an individual or group. This ability is the result of power.



Becoming a Manager or a Leader (cont.)• Leadership is the process of influencing the activities

of individuals or organized groups so they follow and willingly do what the leader wants them to do.

• Leadership involves: Dealing with people and developing rapport with them Applying appropriate persuasion Inspiring people Influencing people to cooperate in pursuing your goals and

vision



Evolving Roles of Managers and Leaders• Changes in today’s business environment have

created the need for a different kind of manager. • Challenges include:

Wider generational workforce Rapid transitions in technology Changing concept of what constitutes a business

workplace



Evolving Roles of Managers and Leaders (cont.)• Managers have to adapt their styles and techniques

to deal with changing times. • New management styles encourage:

Creativity Risk taking Healthy conflict Learning from errors


Figure 9.1Levels of Management within a Typical Hierarchy

Executives

Managers

Supervisors

Workers

Top Management

Middle-Level Management

First-Level Supervision



Follow the Leader• Success as a leader may depend on how well you

develop your followers.• Take the opportunity to develop leadership talent

among followers so they can take the initiative.• A valuable part of becoming a leader is being an

effective follower. • Learning effective methods of following will improve

opportunities for demonstrating leadership capabilities.


The Evolution of Leadership Theories

• The great man theory—certain people are born to become leaders and will eventually emerge in that role

• Today, we know people can learn to be leaders.• Modern theories of leadership fall into three

categories: Trait theories Behavioral theories Situational theories


The Evolution of Leadership Theories(cont.)

Do Common Leadership Traits Exist?• Researchers studied physical, personality, and

intelligence traits of prominent leaders in various fields.

• They found no conclusive common traits.• This led to the belief that the success of leaders is

based on behavior rather than traits.



Behavioral Theories• Behavioral theorists believed that successful leaders

could be identified by what they do rather than what they have.

• Researchers measured typical leader behaviors: Degree of control or authority Flexibility Concern about getting job done (task accomplishment) Concerns for subordinates or others



Behavioral Theories (cont.)• McGregor suggested that leaders treat followers

according to assumptions about what motivates those followers. Theory X says people inherently avoid responsibility and

dislike work—leadership should be strict and controlling. Theory Y says people are eager to work and capable of

doing a good job—leadership should be supportive and participative.



Behavioral Theories (cont.)• In the two-dimensional Managerial Grid® theory, a

grid is used to plot the degree to which leaders Show concern for people Show concern for production (getting the job done)

• The coordinates indicate a leadership style.



Situational or Contingency Theories• Fiedler suggested that some leaders function best in

highly directive situations while others are more permissive.

• Organizations should consider each situation before assigning leaders because the same person may be effective in one situation but not in another.



Situational or Contingency Theories (cont.)• Hersey and Blanchard developed a blend of the

ideas of Blake and Mouton and Fiedler.• Their model says that leadership style used with

followers will vary, depending on: The job to be done Where it’s to be done How it’s to be done When it’s to be done (job situation)


Leadership Styles

• A leadership style is a leader’s pattern of behavior.• Autocratic leadership style:

Authoritarian and directive• Democratic leadership style:

Participative and easy-going; preferred by managers and employees

• Free-rein leaders: Integrative; employees lead themselves


Effective Leadership Skills

• Technical skills: Skills required to perform a particular task

• Conceptual skills: Administrative, problem solving, and “big picture” skills

• Human relations skills: Ability to deal effectively with people


Effective Leadership Skills(cont.)

• Leadership skills can be acquired or developed through observation, education, and experience.

• You may acquire skills through: Leadership training classes Starting a learning library Coaching and mentoring


Characteristics and Behaviors of Leaders

Functional Abilities• Gulick’s acronym for identifying the basic functions

of business leadership: PODSCORB Planning Organizing Directing Staffing Coordinating Reporting Budgeting


Characteristics and Behaviors of Leaders(cont.)

Characteristics• Key characteristics of effective leaders:

Communication Good decision making Taking risks Motivation Delegation


Characteristics and Behaviors of Leaders(cont.)

Attitude and Behaviors• Most expected and respected behaviors of an effective

leader include: Being passionate Being open-minded Being enthusiastic Being empathetic Being ethical Being competent

Being courteous Being considerate Being fair Being honest Being trustworthy


Leadership Today

Transactional Leadership• Transactional leadership requires that leaders:

Determine what followers need to achieve their own and organizational goals

Classify those needs Help followers gain confidence that they can reach their

objectives • It involves hierarchies and structures and followers

directed by leaders.


Leadership Today(cont.)

Transformational Leadership• Transformational leadership motivates followers to

do more by raising the perceived value of the task and by getting them to: Transcend self-interest for the sake of the group goal Make positive changes Strive toward self-actualization

• This leadership style encourages more and better everything for the greater good of the group.



Servant Leadership• The servant leader believes his or her mission is to

serve the needs of others. Servant leaders have qualities such as honesty, good

listening skills, patience, and gratitude. They are more concerned about the needs of others than

their own. They use their talents to benefit the group.



Leadership with Emotional Intelligence• Effective leaders have a high degree of emotional

intelligence. They understand and manage their own feelings and have

empathy for others. They have a passion to work and pursue goals with energy

and persistence. They’re good at managing relationships and building

networks and are skilled at finding common ground and building rapport.



Leadership Differences in Men and Women• Men and women may be perceived as acting

differently in leadership positions: Men may be more task oriented. Women may be more relationship oriented.

• Some management thinkers believe the similarities between male and female leaders outweigh the differences.


Key Terms

• Influence• Leadership• Great man theory• Theory X• Theory Y• Managerial Grid®• Autocratic leadership• Democratic leadership• Free-rein leadership

• Technical skills• Conceptual skills• Human relations skills• PODSCORB• Delegation• Transactional leadership• Transformational

leadership

Chapter 9 Leadership: What Makes an Effective Leader?

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