Fundamental of Management Chap 16

8/18/2019 Fundamental of Management Chap 16

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PowerPoint Presentation

to Accompany

Management, 10/eJohn R. Schermerhorn, Jr .

Prepared by: Jim LoPresti

University of Colorado, Boulder

Published by: John Wiley & Sons, In!

Chapter 16:Essentials of Leadership


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Management 10/e - Chapter 16 2

Planning Ahead — Chapter 16 Study Questions

What is the nature of leadership?

What are the important leadership

traits and behaiors? What are the !ontingen!"

approa!hes to leadership?

What are some !urrent issues inleadership deelopment?


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Management 10/e - Chapter 16 #

Study Question 1 !hat is the nature o" leadership#

Leadership$ %he pro!ess of inspiring others to &or' hard to

a!!omplish important tas's$

Contemporar" leadership !hallenges: (horter time frames for a!!omplishing things$

E)pe!tations for su!!ess on the first attempt$

Comple)* ambiguous* and multidimensional

problems$ %a'ing a long-term ie& &hile meeting short-

term demands$


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Management 10/e - Chapter 16 +

$igure 16.1 %eading &iewed in relationship to theother management "unctions.


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Management 10/e - Chapter 16 ,


o&er$ .bilit" to get someone else to do something

"ou &ant done or ma'e things happen the &a"

"ou &ant$ o&er should be used to influen!e and

!ontrol others for the !ommon goodrather see'ing to e)er!ise !ontrol forpersonal satisfa!tion$

%&o sour!es of managerial po&er: osition po&er$ ersonal po&er$


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osition po&er$ ased on a managers offi!ial status in the

organiations hierar!h" of authorit"$

(our!es of position po&er: e&ard po&er$

Capabilit" to offer something of alue$ Coer!ie po&er$

Capabilit" to punish or &ithhold positieout!omes$

Legitimate po&er$ 3rganiational position or status !onfers the

right to !ontrol those in subordinate positions$


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ersonal po&er$ ased on the uni5ue personal 5ualities that a

person brings to the leadership situation$

(our!es of personal po&er: E)pert po&er$

Capa!it" to influen!e others be!ause of ones'no&ledge and s'ills$

eferent po&er$ Capa!it" to influen!e others be!ause the"

admire "ou and &ant to identif" positiel"&ith "ou$


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Management 10/e - Chapter 16

$igure 16.' Sources o" position power and personalpower used (y managers.


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8isionar" leadership$8ision

. future that one hopes to !reate ora!hiee in order to improe upon thepresent state of affairs$

8isionar" leadership . leader &ho brings to the situation a

!lear and !ompelling sense of the futureas &ell as an understanding of the a!tionsneeded to get there su!!essfull"$


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Meeting the !hallenges of isionar"

leadership:

Challenge the pro!ess$(ho& enthusiasm$

9elp others to a!t$

(et the e)ample$

Celebrate a!hieements$


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(erant leadership

Commitment to sering others$

ollo&ers more important than leader$ ;3ther !entered< not ;self-!entered


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(erant Leadership andempo&erment$ Empo&erment$

%he pro!ess through &hi!h managers enableand help others to gain po&er and a!hieeinfluen!e$

Effe!tie leaders empo&er others b" proidingthem &ith:

=nformation$ esponsibilit"$ .uthorit"$ %rust$


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Management 10/e - Chapter 16 1#

Study Question ' !hat are the important leadership

traits and (eha&iors#

%raits that are important forleadership su!!ess: >rie

(elf-!onfiden!e

Creatiit"

Cognitie abilit"

usiness 'no&ledge

Motiation le)ibilit"

9onest" and integrit"


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Management 10/e - Chapter 16 1+



Leadership behaior Leadership behaior theories fo!us on ho&

leaders behae &hen &or'ing &ith follo&ers$

Leadership st"les are re!urring patterns of

behaiors e)hibited b" leaders$

asi! dimensions of leadership behaiors:

Con!ern for the tas' to be a!!omplished$ Con!ern for the people doing the &or'$


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Management 10/e - Chapter 16 1,



%as' !on!erns lans and defines

&or' to be done$

.ssigns tas'responsibilities$ (ets !lear &or'

standards$ rges tas'

!ompletion$ Monitors

performan!eresults$

eople !on!erns .!ts &arm and

supportie to&ardfollo&ers$

>eelops so!ialrapport &ithfollo&ers$

espe!ts the feelingsof follo&ers$

=s sensitie tofollo&ers needs$ (ho&s trust in

follo&ers$


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la'e and Mouton Leadership @rid %eam management$

9igh tas' !on!ernA high people !on!ern$

.uthorit"-obedien!e management$ 9igh tas' !on!ernA lo& people !on!ern$ Countr" !lub management$

9igh people !on!ernA lo& tas' !on!ern$ =mpoerished management$

Lo& tas' !on!ernA lo& people !on!ern$ Middle of the road management$

Bon-!ommittal for both tas' !on!ern and people!on!ern$


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$igure 16.) *anagerial styles in +lae and *outon-s%eadership rid.


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Classi! leadership st"les: .uto!rati! st"le$

Emphasies tas' oer people* 'eeps authorit" andinformation &ithin the leaders tight !ontrol* and a!ts in

a unilateral !ommand-and-!ontrol fashion$ Laisse-faire st"le$

(ho&s little !on!ern for tas'* lets the group ma'ede!isions* and a!ts &ith a ;do the best "ou !an anddont bother me< attitude$

>emo!rati! st"le$ Committed to tas' and people* getting things done

&hile sharing information* en!ouraging parti!ipation inde!ision ma'ing* and helping people deelop s'ills and!ompeten!ies$


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Study Question ) !hat are the contingency

approaches to leadership#

iedlers Contingen!" Model$ @ood leadership depends on a mat!h bet&een

leadership and situational demands$

>etermining leadership st"le:

Lo& LC tas'-motiated leaders$

9igh LC relationship-motiated leaders$

Leadership is part of ones personalit"* and

therefore relatiel" enduring and diffi!ult to!hange$

Leadership st"le must be fit to the situation$


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iedlers !ontingen!" model !ont$D$ >iagnosing situational !ontrol:

ualit" of leader-member relations good orpoorD$

>egree of tas' stru!ture high or lo&D$ .mount of position po&er strong or &ea'D$

%as' oriented leaders are most su!!essful in: 8er" faorable high !ontrolD situations$

8er" unfaorable lo& !ontrolD situations$ elationship-oriented leaders are most

su!!essful in: (ituations of moderate !ontrol$


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$igure 16./ *atching leadership style and situation

summary predictions "rom $iedler-s contingency theory.


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9erse"-lan!hard situational

leadership model$

Leaders adFust their st"les dependingon the readiness of their follo&ers to

perform in a gien situation$

eadiness G ho& able* &illing and

!onfident follo&ers are in performing

tas's$


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Management 10/e - Chapter 16 2#

$igure 16.0 %eadership implications o" the ersey2+lanchard situational leadership model.


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Management 10/e - Chapter 16 2+



9erse"-lan!hard leadership st"les:

>elegating$

Lo&-tas'* lo&-relationship st"le$ Wor's best in high readiness-situations

arti!ipating$

Lo&-tas'* high-relationship st"le$

Wor's best in lo&- to moderate-readiness

situations$


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Management 10/e - Chapter 16 2,


theories o" leadership#

9erse"-lan!hard leadership st"les:

(elling$

9igh-tas'* high-relationship st"le$ Wor' best in moderate- to high-readiness

situations$

%elling$

9igh-tas'* lo&-relationship st"le$

Wor' best in lo&-readiness situations$


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9ouses path-goal leadership theor"$ Effe!tie leadership deals &ith the

paths through &hi!h follo&ers !an

a!hiee goals$ Leadership st"les for dealing &ith path-

goal relationships: >ire!tie leadership$

(upportie leadership$

.!hieement-oriented leadership$

arti!ipatie leadership$


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$igure 16.6 Contingency relationships in the path2goal leadership theory.


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9ouses leadership st"les: >ire!tie leadership$

Communi!ate e)pe!tations$ @ie dire!tions$ (!hedule &or'$ Maintain performan!e standards$ Clarif" leaders role$

(upportie leadership$ Ma'e &or' pleasant$ %reat group members as e5uals$ e friendl" and approa!hable$ (ho& !on!ern for subordinates &ell-being$


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9ouses leadership st"les: .!hieement-oriented leadership$

(et !hallenging goals$

E)pe!t high performan!e leels$ Emphasie !ontinuous improement$

>ispla" !onfiden!e in meeting high standards$

arti!ipatie leadership$

=nole subordinates in de!ision ma'ing$ Consult &ith subordinates$

.s' for subordinates suggestions$

se subordinates suggestions$


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Management 10/e - Chapter 16 #0



When to use 9ouses leadershipst"les:se dire!tie leadership &hen Fob

assignments are ambiguous$se supportie leadership &hen &or'er

self-!onfiden!e is lo&$se parti!ipatie leadership &hen

performan!e in!enties are poor$se a!hieement-oriented leadership

&hen tas' !hallenge is insuffi!ient$


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Leader-Member E)!hange %heor"

LMHD Bot all people are treated the same b"

leaders in leadership situations

;=n groups


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Leader-Member E)!hange %heor" LMHDBature of the e)!hange is based on presumed

!hara!teristi!s b" the leader

9igh LMH relationship:

faorable personalit"

!ompeten!"

!ompatibilit"

Lo& LMH relationship:

lo& !ompeten!"

unfaorable personalit"

lo& !ompatibilit"


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Management 10/e - Chapter 16 ##

$igure 16.3 4lements o" leader e5change theory.


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Management 10/e - Chapter 16 #+



8room-Iago leader-parti!ipation

theor"$

9elps leaders !hoose the method ofde!ision ma'ing that best fits the

nature of the problem situation$

asi! de!ision-ma'ing !hoi!es:

.uthorit" de!ision$Consultatie de!ision$

@roup de!ision$


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Management 10/e - Chapter 16 #,

$igure 16. %eadership implications o" 7room2Jagoleader2participation model.


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>e!ision-ma'ing options in the

8room-Iago leader-parti!ipation

theor":>e!ide alone$

Consult indiiduall"$

Consult &ith group$

a!ilitate$

>elegate$


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Contingen!" fa!tors in the 8room-

Iago leader-parti!ipation theor": >e!ision 5ualit"$

Who has the information needed for problem

soling$

>e!ision a!!eptan!e$

=mportan!e of subordinate a!!eptan!e to

eentual implementation$

>e!ision time$

%ime aailable to ma'e and implement the

de!ision$


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Management 10/e - Chapter 16 #



.!!ording to 8room-Iago leader-parti!ipation theor"* a leader shoulduse authorit"-oriented de!ision

methods &hen %he leader has greater e)pertise to sole a

problem$

%he leader is !onfident and !apable of a!ting

alone$ 3thers are li'el" to a!!ept and implement the

de!ision$

Little or no time is aailable for dis!ussion$


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.!!ording to 8room-Iago leader-parti!ipation theor"* a leader shoulduse group-oriented and parti!ipatie

de!ision methods &hen J the leader la!'s suffi!ient information to sole a

problem b" himself/herself$ the problem is un!lear and help is needed to

!larif" the situation$

a!!eptan!e of the de!ision and !ommitment b"others is ne!essar" for implementation$

ade5uate time is aailable for true parti!ipation$


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Management 10/e - Chapter 16 +0



enefits of parti!ipatie de!isionmethods:9elp improe de!ision 5ualit"$9elp improe de!ision a!!eptan!e$9elps deelop leadership potential$

otential disadantages ofparti!ipatie de!ision methods: Lost effi!ien!"$Bot parti!ularl" useful &hen problems

must be soled immediatel"$


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Study Question / !hat are current issues in

leadership de&elopment#

(uperleaders$

ersons &hose ision and strength of

personalit" hae an e)traordinar" impa!t

on others$

Charismati! leaders$

>eelop spe!ial leader-follo&er

relationships and inspire others in

e)traordinar" &a"s$


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%ransa!tional leadership

(omeone &ho dire!ts the efforts of others

through tas's* re&ards* and stru!tures

%ransformational leadership

(omeone &ho is trul" inspirational as a

leader and &ho arouses others to see'

e)traordinar" performan!e

a!!omplishments$


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Management 10/e - Chapter 16 +#



Chara!teristi!s of transformational

leaders:

8ision$Charisma$

("mbolism$

Empo&erment$

=ntelle!tual stimulation$

=ntegrit"$


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Management 10/e - Chapter 16 ++



Emotional intelligen!e$ %he abilit" of people to manage

themseles and their relationships

effe!tiel"$Components of emotional intelligen!e:

(elf-a&areness$(elf-regulation$Motiation$Empath"$(o!ial s'ill$


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Management 10/e - Chapter 16 +,



@ender and leadership$oth &omen and men !an be effe!tie

leaders$

Women tend to use intera!tieleadership$. st"le that shares 5ualities &ith

transformational leadership$Men tend to use transa!tional

leadership$ =ntera!tie leadership proides a good

fit &ith the demands of a dierse&or'for!e and the ne& &or'pla!e$


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@ender and leadership uture leadership su!!ess &ill depend

on a persons !apa!it" to lead through:3penness$

ositie relationships$

(upport$

Empo&erment$


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>ru!'ers ;old-fashioned< leadership$

Leadership is more than !harismaA it is

;good old-fashioned< hard &or'$

Essentials of ;old-fashioned< leadership: >efining and establishing a sense of mission$

.!!epting leadership as a ;responsibilit"<

rather than a ran'$

Earning and 'eeping the trust of others$


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Management 10/e - Chapter 16 +



Moral leadership$ Ethi!al leadership adheres to moral standards

meeting the test of ;good< rather than ;bad<

and ;right< rather than ;&rong$


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Moral leadership Leaders &ith integrit" earn the trust of their

follo&ers$ Leaders hae a moral obligation to build

performan!e !apa!ities b" a&a'ening peoplespotential$

.uthenti! leadership a!tiates performan!ethrough the positie ps"!hologi!al states of!onfiden!e* hope* optimism* and resilien!e$

.uthenti! leadership helps in !learl" framingand responding to moral dilemmas* andsering as ethi!al role models$


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Fundamental of Management Chap 16

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