Lec 6 Leadership

8/7/2019 Lec 6 Leadership

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PowerPoint slides by

Susan A. Peterson, Scottsdale Community College

PowerPoint slides by

Susan A. Peterson, Scottsdale Community College

Chapter 9:

Leadership

Chapter 9:

Leadership

m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r

m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r


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2 2008 Prentice-Hall Business Publishing

Learning ObjectivesLearning Objectives

After studying this chapter, you should be able to:

Define leadership and be able to discuss its

significance in organizationsCompare managing and leading and differentiate

between them

Analyze a leaders sources of power and issues in

using power effectively

Describe and contrast the roles of the leader,

followers, and the situation in the overall leadership

process

After studying this chapter, you should be able to:

Define leadership and be able to discuss its

significance in organizations

Compare managing and leading and differentiate

between them

Analyze a leaders sources of power and issues in

using power effectively

Describe and contrast the roles of the leader,

followers, and the situation in the overall leadership

process


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Learning ObjectivesLearning Objectives

Discuss the extent to which national cultures

create differences in effective leadership

behaviors from one country to another

Explain the conditions that can substitute for, or

neutralize, effective leadership

Plan how to improve your own leadership

capabilities

Discuss the extent to which national cultures

create differences in effective leadership

behaviors from one country to another

Explain the conditions that can substitute for, or

neutralize, effective leadership

Plan how to improve your own leadership

capabilities


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What is Leadership?What is Leadership?

Organizational leadership

Social influence process

Attempts to influence other peoplein attaining some goal

Leadership behavior:

Can be shown by anyone

Is expected of most managers

Could be demonstrated more

Organizational leadership

Social influence process

Attempts to influence other peoplein attaining some goal

Leadership behavior:

Can be shown by anyone

Is expected of most managers

Could be demonstrated more


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What is Leadership?What is Leadership?

Effective leadership

Influence that assists an

organization to meet its goals and

perform successfully

Effective leaders:

Enable people to accomplish more

than if there had been no suchleadership

Unlock other peoples potential

Effective leadership

Influence that assists an

organization to meet its goals and

perform successfully

Effective leaders:

Enable people to accomplish more

than if there had been no suchleadership

Unlock other peoples potential


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Leading and Managing: The Same or Different?Leading and Managing: The Same or Different?

Leaders

Create vision fororganizations and units

Promote major changesin goals and procedures

Set and communicatenew directions

Inspire subordinates

Leaders

Create vision fororganizations and units

Promote major changesin goals and procedures

Set and communicatenew directions

Inspire subordinates

Managers

Deal with interpersonal

conflict

Plan

Organize

Implement goals set by

others (the leaders)

Managers

Deal with interpersonal

conflict

Plan

Organize

Implement goals set by

others (the leaders)


7/397 2008 Prentice-Hall Business Publishing

Leading and Managing: The Same or

Different?

Leading and Managing: The Same or

Different?

Managing oughtto

involve most of the

activities thoughtof as leading

Organizations need

their managers to

incorporateleadership roles

into their behavior

Managing oughtto

involve most of the

activities thoughtof as leading

Organizations need

their managers to

incorporateleadership roles

into their behavior

Managers

Adapted from Exhibit 9.1

LeadersLeaders

and

Managers



Leadership Across Different National

Cultures

Leadership Across Different National

Cultures

Examples of leader

attributes universally

viewed as positive

Examples of leader

attributes universally

viewed as positive

+

+ Trustworthy

+ Encouraging

+ Honest

+ Decisive

+ Communicative

+ Dependable

+

+ Trustworthy

+ Encouraging

+ Honest

+ Decisive

+ Communicative

+ Dependable


Examples of leader

attributes

universally viewed

as negative

Examples of leader

attributes

universally viewed

as negative

-

- Noncooperative

- Irritable

- Dictatorial

- Ruthless

- Egocentric

- Asocial

-

- Noncooperative

- Irritable

- Dictatorial

- Ruthless

- Egocentric

- Asocial

Examples of leader

attributes viewed as

positive ornegative

depending on the

culture

Examples of leader

attributes viewed as

positive ornegative

depending on the

culture

+/-

+/- Ambitious

+/- Individualistic

+/- Cunning

+/- Cautious

+/- Class Conscious

+/- Evasive

+/-

+/- Ambitious

+/- Individualistic

+/- Cunning

+/- Cautious

+/- Class Conscious

+/- Evasive



Leadership and PowerLeadership and Power

Power

The capacity or ability toinfluence

Power can:Lead to greater capacity toinfluence

Be used to overcome resistance

Be abused and lead toundesirable consequences

Produce positive outcomes ifused skillfully

Power

The capacity or ability toinfluence

Power can:Lead to greater capacity toinfluence

Be used to overcome resistance

Be abused and lead toundesirable consequences

Produce positive outcomes ifused skillfully



Types of PowerTypes of Power

Based on a manager's rank in an

organizational structure and given to the

manager by superiors

Based on a manager's rank in an

organizational structure and given to the

manager by superiors

Based on a person's individual

characteristics; stay with the individualregardless of his or her position in the

organizational structure

Based on a person's individual

characteristics; stay with the individualregardless of his or her position in the

organizational structure

Position

Power

Position

Power

PersonalPower

PersonalPower



Types of PowerTypes of Power

LegitimateHow much authority does the

organization give to your position?

LegitimateHow much authority does the

organization give to your position?

RewardAre you able to give others the

rewards they want?

RewardAre you able to give others the

rewards they want?

CoerciveAre you able to punish others or

withhold rewards?

CoerciveAre you able to punish others or

withhold rewards?

ExpertDo you have knowledge that othersneed?ExpertDo you have knowledge that othersneed?

ReferentDo others respect you and want to

be like you?

ReferentDo others respect you and want to

be like you?

Position

Power

Position

Power

Personal

Power

Personal

Power




Four Key Issues in Using PowerFour Key Issues in Using Power

How much power

should be used?

How can power

be put to use?

Which types of power

should be used?

Should power

be shared?

Adapted from Exhibit 10.2: Four Key Issues in Using PowerAdapted from Exhibit 9.4



Types of Influence TacticsTypes of Influence Tactics

Rational

Persuasion

Rational

Persuasion

Uses logical arguments and factual evidence to show a

proposal or request is feasible and relevant for attaining

important task objectives

Uses logical arguments and factual evidence to show a

proposal or request is feasible and relevant for attaining

important task objectives

ApprisingApprisingExplains how carrying out a request or supporting aproposal will benefit the target personally or help

advance the target persons career

Explains how carrying out a request or supporting a

proposal will benefit the target personally or help

advance the target persons career

Inspirational

Appeals

Inspirational

Appeals

Makes an appeal to values and ideals or seeks to

arouse the target persons emotions to gain

commitment for a request or proposal

Makes an appeal to values and ideals or seeks to

arouse the target persons emotions to gain

commitment for a request or proposal

ConsultationConsultation

Encourages the target to suggest improvements in a

proposal or to help plan an activity or change for which

the target persons support and assistance are desired

Encourages the target to suggest improvements in a

proposal or to help plan an activity or change for which

the target persons support and assistance are desired




Types of Influence Tactics (cont.)Types of Influence Tactics (cont.)

ExchangeExchange

Offers an incentive, suggests an exchange of favors, or

indicates willingness to reciprocate at a later time if the

target will do what the agent requests

Offers an incentive, suggests an exchange of favors, or

indicates willingness to reciprocate at a later time if the

target will do what the agent requests

CollaborationCollaboration

Offers to provide relevant resources and assistance if

the target will carry out a request or approve a proposed

change

Offers to provide relevant resources and assistance if

the target will carry out a request or approve a proposed

change

Personal

Appeals

Personal

Appeals

Asks the target to carry out a request or support a

proposal out of friendship, or asks for a personal favor

before saying what it is

Asks the target to carry out a request or support a

proposal out of friendship, or asks for a personal favor

before saying what it is

IngratiationIngratiation

Uses praise and flattery before or during an influence

attempt or expresses confidence in the targets ability

to carry out a difficult request

Uses praise and flattery before or during an influence

attempt or expresses confidence in the targets ability

to carry out a difficult request



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Locus of LeadershipLocus of Leadership

Three leadership variables:

The leader

The situationThe followers

Locus of leadership:

Where the threevariables intersect

Three leadership variables:

The leader

The situationThe followers

Locus of leadership:

Where the threevariables intersect

LeaderLeader

SituationSituationFollowersFollowers

Locus of

Leadership



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Leaders TraitsLeaders Traits

Drive

Achievement, ambition,

energy, tenacity, initiative

Drive

Achievement, ambition,

energy, tenacity, initiative

Emotional maturity

Even tempered, calm under

stress, unself-centered,

nondefensive

Emotional maturity

Even tempered, calm under

stress, unself-centered,

nondefensive

Self-confidence

Set high goals for self and others, optimistic about overcoming obstacles

(if taken to extreme, can lead to arrogance and sense of infallibility)

Self-confidence

Set high goals for self and others, optimistic about overcoming obstacles

(if taken to extreme, can lead to arrogance and sense of infallibility)

Motivation to Lead

Desire to influence

others, comfortable

using power

Motivation to Lead

Desire to influence

others, comfortable

using power

Honesty and Integrity

Trustworthy, open,

forthright

Honesty and Integrity

Trustworthy, open,

forthrightLeaderLeader



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Charismatic LeadershipCharismatic Leadership

Charismatic leadership

Is a strong form of referentpower

Is based on individualinspirational qualities rather thanformal power

Generates followers who identifywith charismatic leaders becauseof these exceptional qualities

Is rare; very few people areconsidered truly charismatic

Charismatic leadership

Is a strong form of referentpower

Is based on individualinspirational qualities rather thanformal power

Generates followers who identifywith charismatic leaders becauseof these exceptional qualities

Is rare; very few people areconsidered truly charismatic


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Attributes of Charismatic LeadersAttributes of Charismatic Leaders

Adapted from Exhibit 11.10: Attributes of the Charismatic LeaderAdapted from Exhibit 9.8


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Leaders SkillsLeaders Skills

TECHNICAL SKILLS

Specialized knowledge

TECHNICAL SKILLS


INTERPERSONAL SKILLS

Sensitivity, persuasiveness, empathy



CONCEPTUAL SKILLS

Logical reasoning, judgment, analytical

abilities

CONCEPTUAL SKILLS


abilities


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Leaders SkillsLeaders Skills

TECHNICAL SKILLS


TECHNICAL SKILLS






CONCEPTUAL SKILLS


abilities

CONCEPTUAL SKILLS


abilities

EMOTIONAL INTELLIGENCESelf-awareness, self-regulation, motivation,

empathy and social skill

EMOTIONAL INTELLIGENCESelf-awareness, self-regulation, motivation,

empathy and social skill

SOCIAL INTELLIGENCE

Ability to read other people

SOCIAL INTELLIGENCE

Ability to read other people



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Leaders BehaviorsLeaders Behaviors

Task Behaviors

Specifies roles andtasks

Schedules workSets performancestandards

Develops procedures

Task Behaviors

Specifies roles andtasks

Schedules workSets performancestandards

Develops procedures

People Behaviors

Is friendly

Is supportive

Shows trust andconfidence in subordinates

Shows concern forsubordinates welfare

Gives recognition to

subordinates foraccomplishments

People Behaviors

Is friendly

Is supportive

Shows trust andconfidence in subordinates

Shows concern forsubordinates welfare

Gives recognition to

subordinates foraccomplishments



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Approaches Based on Leaders BehaviorApproaches Based on Leaders Behavior

BLAKE & MOUTON:

MANAGERIAL GRID

Best managers are both

task- and people-oriented

BLAKE & MOUTON:

MANAGERIAL GRID

Best managers are both

task- and people-oriented

TRANSFORMATIONAL LEADERSHIP

Leaders who inspire followers

to make major changes or to achieve

at very high levels

TRANSFORMATIONAL LEADERSHIP

Leaders who inspire followers

to make major changes or to achieve

at very high levels

TRANSACTIONAL LEADERSHIP

Emphasizes the exchange of rewards

for followers compliance

TRANSACTIONAL LEADERSHIP

Emphasizes the exchange of rewards

for followers compliance

AUTHENTIC LEADERSHIP

Model self-awareness and regulation

and motivate followers to act

more authentically too

AUTHENTIC LEADERSHIP

Model self-awareness and regulation

and motivate followers to act

more authentically too

Leadership ApproachesLeadership Approaches


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Managerial GridManagerial Grid

Focuses on two

leadership

behaviors: concern

for people and

concern for results

Leaders can be

- High in both

- Low in both

- In the middle on

both

- High in one, low

in the other

Focuses on twoleadership

behaviors: concern

for people and

concern for results

Leaders can be

- High in both

- Low in both

- In the middle on

both

- High in one, low

in the other Low High

Low

High

Concern for Results

Concer

n

for

People

9

8

7

6

5

4

3

2

1

1 2 3 4 5 6 7 8 9

Good

Leaders

Poor

Leaders

MediocreLeaders


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Transformational LeadershipTransformational Leadership

Transformational leaders

Empower and coach followers

Motivate followers to:- Ignore self-interest

- Work for the larger good of

the organization

- Achieve significant

accomplishments

- Make major changes

Transformational leaders

Empower and coach followers

Motivate followers to:- Ignore self-interest

- Work for the larger good of

the organization

- Achieve significant

accomplishments

- Make major changes


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Transactional LeadershipTransactional Leadership

Transactional leadership

Is more passive

Emphasizes exchange orrewards or benefits for

compliance with leaders

requests

Appeals to followers self-interests to motivate their

performance

Transactional leadership

Is more passive

Emphasizes exchange orrewards or benefits for

compliance with leaders

requests

Appeals to followers self-interests to motivate their

performance

fT f ti l V T ti l


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27 2008 Prentice-Hall Business PublishingAdapted from Exhibit 11.11: Transformation versus Transactional Leadership

Transformational

Leadership

Transformational

Leadership

Transactional

Leadership

Transactional

Leadership

Leader gains

subordinatescompliance by:

Leader gains

subordinatescompliance by:

Appeals focus on:Appeals focus on:

Type of planned

change:

Type of planned

change:

Transformational Versus Transactional

Leadership

Transformational Versus Transactional

Leadership

Inspiring,empowering, and

coaching followers

Inspiring,empowering, and

coaching followers

Exchange ofrewards and

benefits

Exchange ofrewards and

benefits

Organizational andcommon good

interests

Organizational andcommon good

interestsSelf-interestSelf-interest

Majororganizational

change

Majororganizational

changeRoutine changesRoutine changes



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Guidelines for Transformational LeadershipGuidelines for Transformational Leadership

Develop a clear and appealing vision

Develop a strategy for attaining thevision

Articulate and promote the vision

Act confident and optimisticExpress confidence in followers

Use early success in small steps tobuild confidence

Celebrate successesUse dramatic, symbolic actions toemphasize key values

Lead by example

Develop a clear and appealing vision

Develop a strategy for attaining thevision

Articulate and promote the vision

Act confident and optimisticExpress confidence in followers

Use early success in small steps tobuild confidence

Celebrate successesUse dramatic, symbolic actions toemphasize key values

Lead by example



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Followers BehaviorsFollowers Behaviors

Important points about followers:

They may be as informed as

leaders

They may share power with

leaders

Usually have lower formal

authority, though power

differences have decreased

They affect the leaders style and

success

Important points about followers:

They may be as informed as

leaders

They may share power with

leaders

Usually have lower formal

authority, though power

differences have decreased

They affect the leaders style and

success


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Approaches Based on Followers BehaviorApproaches Based on Followers Behavior

HERSEY AND BLANCHARD:

SITUATIONAL LEADERSHIP MODEL

Focuses followers readiness to

engage in learning new tasks

HERSEY AND BLANCHARD:

SITUATIONAL LEADERSHIP MODEL

Focuses followers readiness to

engage in learning new tasks

LEADER-MEMBER

EXCHANGE THEORY

Focuses on types of relationships

between a leader and a follower

LEADER-MEMBER

EXCHANGE THEORY

Focuses on types of relationships

between a leader and a follower



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Situational Leadership ModelSituational Leadership Model

Leadership behaviors depend on

readiness of followers

- Ability in a specific task

- Motivation to undertake the new

task

Leadership behaviors

- Supportiveness (peopleorientation)

- Directiveness (task orientation)

Leadership behaviors depend on

readiness of followers

- Ability in a specific task

- Motivation to undertake the new

task

Leadership behaviors

- Supportiveness (peopleorientation)

- Directiveness (task orientation)


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Leader-Member Exchange TheoryLeader-Member Exchange Theory

Quality of the leader-member

relationship can influence

behavior of subordinates

Leader should build strong,

mutually beneficial relationship

Relationship goes through

stages:- Stranger- Acquaintance- Maturity

Quality of the leader-member

relationship can influence

behavior of subordinates

Leader should build strong,

mutually beneficial relationship

Relationship goes through

stages:- Stranger- Acquaintance- Maturity


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Role-Implementation

High

Almost

Unlimited

Team

Leader-Member RelationshipsLeader-Member Relationships

Role-Making

Medium

Limited

Role-Finding

Low

None

Self

Relationship-building phase

Quality of leader-

member exchange

Amounts of

reciprocal Influence

Focus of interest

Stranger

Relationship

characteristics

Relationship

characteristicsRelationship

stage

Relationship

stage

Maturity

Time

Acquaintance



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The SituationThe Situation

Situational variables affecting leadership are:

Tasks to be performed- If task changes, leadership style changes

- Unstructured task done by experts supportiveleadership

- Structured task done by inexperienced people directive leadership

Organizational context- Immediate work group + larger organization- Organizational culture dictates leadership style

Situational variables affecting leadership are:

Tasks to be performed- If task changes, leadership style changes

- Unstructured task done by experts supportiveleadership

- Structured task done by inexperienced peopledirective leadership

Organizational context- Immediate work group + larger organization- Organizational culture dictates leadership style


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Approaches Based on SituationApproaches Based on Situation

FIEDLER: CONTINTENCY

LEADERSHIP MODEL

Focuses on type of leaderandthe

degree of favorability of the situation

FIEDLER: CONTINTENCY

LEADERSHIP MODEL

Focuses on type of leaderandthe

degree of favorability of the situation

HOUSE: PATH-GOAL THEORY

Use leadership approach based on

both subordinate skills andsituation

HOUSE: PATH-GOAL THEORY

Use leadership approach based on

both subordinate skills andsituation



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Leadership Contingency TheoryLeadership Contingency Theory

Premise: Leadership effectiveness depends on

1) favorability of situation and 2) type of leader

Premise: Leadership effectiveness depends on

1) favorability of situation and 2) type of leader

FAVORABLE SITUATION

Good subordinate relationships Highly structured task High amount of position power

UNFAVORABLE SITUATION

Poor subordinate relationships Unstructured task Leader lacks position power

TASK-ORIENTED LEADERS

Do best when the situation is either: Highly favorable, or Highly unfavorable

PEOPLE-ORIENTED LEADERS

Do best when the situation is either: Moderately favorable, or Moderately unfavorable


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Leaders job is to increase subordinate satisfactionand effort

Assumes that:

- One leadership approach will work better in sometask situations than others

- Leaders can modify their styles to suit the situation

Two basic leadership behaviors:

- Supportive

- Directive

Leaders job is to increase subordinate satisfactionand effort

Assumes that:

- One leadership approach will work better in sometask situations than others

- Leaders can modify their styles to suit the situation

Two basic leadership behaviors:

- Supportive

- Directive

Path-Goal TheoryPath-Goal Theory


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Prentice-Hall Business Publishing

The task is:

Frustrating, boring, stressful,

structured, and routine

Subordinates are:

Highly experienced and

competent

The task is:

Interesting but ambiguous,

nonstressful, unstructured,varied

Subordinates are:

inexperienced

Directive

Leadership Style

(Task oriented)

Supportive

Leadership Style

(Person oriented)

Goal

(i.e., increased

performance)

IF

AND

IF

AND

Path-Goal TheoryPath-Goal Theory



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Substitutes for LeadershipSubstitutes for Leadership

Ad t d f E hibit 5 2 F t f M l I t it

Direct Feedback

from Task

Direct Feedback

from Task

Cohesive work

group

Cohesive work

group

Advisory or

Staff Support

Advisory or

Staff Support

Intrinsically

Satisfying Task

Intrinsically

Satisfying Task

Ability,

Experience,Training

Ability,

Experience,Training

Professional

Orientation

Professional

Orientation

Substitutes

for Leadership

Substitutes

for Leadership


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