PowerPoint Presentation by Charlie Cook The University of West Alabama © 2012 South-Western,...
-
Upload
abraham-higgins -
Category
Documents
-
view
219 -
download
0
Transcript of PowerPoint Presentation by Charlie Cook The University of West Alabama © 2012 South-Western,...
PowerPoint Presentation by Charlie CookThe University of West Alabama
PowerPoint Presentation by Charlie CookThe University of West Alabama
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.© 2012 South-Western, Cengage Learning, Inc. All rights reserved.
© 2012 South-Western, 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 ObjectivesAfter studying this chapter, you should be able to:Learning ObjectivesAfter studying this chapter, you should be able to:
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–3
The Nature of LeadershipThe Nature of Leadership
• LeadersLeaders 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. 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. Use noncoercive influence to shape Use noncoercive influence to shape
the group’s or organization’s goals.the group’s or organization’s goals. Motivate others’ behavior toward goals.Motivate others’ behavior toward goals. Help to define organizational culture. Help to define organizational culture.
• Property: who leaders are.Property: who leaders are. The set of characteristics attributed to The set of characteristics attributed to
individuals perceived to be leaders.individuals perceived to be leaders.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–4
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
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–5
11.1 Distinctions between Management and Leadership11.1 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)
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–6
Types of Power in OrganizationsTypes of Power in Organizations
Legitimate Reward Coercive ReferentExpert
Types of Power
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–7
Power and LeadershipPower and Leadership
Power is the ability to affect the behavior of others.Power is the ability to affect the behavior of others.
Legitimate powerLegitimate power Power granted through the organizational hierarchy.Power granted through the organizational hierarchy.
Reward powerReward power The power to give or withhold rewards.The power to give or withhold rewards.
Coercive powerCoercive 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 powerReferent 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 powerExpert power Power derived from the possession of information or Power derived from the possession of information or expertise.expertise.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–8
Power and LeadershipPower and Leadership
Legitimate request
Coercion
Personal identificatio
n
Information distortion
Inspirational appeal
Rational persuasion
Instrumental compliance
Uses of Power by Leaders
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–9
Management Challenge QuestionManagement 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? Which type of power is most effective? Why?Which type of power is most effective? Why?
Which type of power is the least effective? Why?Which type of power is the least effective? Why?
What 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?
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–10
Generic Approaches to LeadershipGeneric Approaches to Leadership
• Leadership Traits Approach Leadership Traits Approach 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.
Could 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 ApproachLeadership Behaviors Approach Assumed that effective leaders somehow behaved Assumed that effective leaders somehow behaved
differently from ineffective leaders.differently from ineffective leaders. Was intended to develop a fuller understanding of Was intended to develop a fuller understanding of
leadership behaviors.leadership behaviors.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–11
Approaches to LeadershipApproaches to Leadership
Job-centered behavior
Employee-centered behavior
Initiating-structure behavior
Consideration behavior
Leadership Behaviors Studies
Michigan Studies Ohio State Studies
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–12
Michigan Studies (Rensis Likert)Michigan Studies (Rensis Likert)
• Identified two forms of leader behaviorIdentified two forms of leader behavior
Job-centered behaviorJob-centered behavior Managers who pay cManagers 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.
Employee-centered behaviorEmployee-centered behavior Managers who fManagers who focus on the development of cohesive work ocus on the development of cohesive work
groups and employee satisfaction.groups and employee satisfaction.
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.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–13
Ohio State StudiesOhio State Studies
• Identified two basic leadership styles that can be Identified two basic leadership styles that can be exhibited simultaneously:exhibited simultaneously: Initiating-structure behaviorInitiating-structure behavior
The leader defines leader-subordinate role expectations, The leader defines leader-subordinate role expectations, formalizes communications, and sets working agenda.formalizes communications, and sets working agenda.
Consideration behaviorConsideration behavior 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.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–14
Ohio State Studies (cont’d)Ohio State Studies (cont’d)
• Subsequent research indicated that:Subsequent research indicated that:
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.
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.
Other 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.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–15
11.1 The Managerial Grid11.1 The Managerial Grid
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–16
Situational Models of Leader BehaviorSituational Models of Leader Behavior• Assumptions:Assumptions:
Appropriate leader behavior varies from one situation Appropriate leader behavior varies from one situation to another.to another.
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: Least preferred coworker theoryLeast preferred coworker theory Path-goal theoryPath-goal theory Decision tree approachDecision tree approach Leader-member exchange approachLeader-member exchange approach
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–17
Least-Preferred Coworker TheoryLeast-Preferred Coworker Theory
• Assumptions:Assumptions: 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).
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) MeasureLeast Preferred Coworker (LPC) Measure 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. High scale scores indicate a relationship orientation.High scale scores indicate a relationship orientation.
Low scores indicate a task orientation.Low scores indicate a task orientation.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–18
LPC Theory Contingency VariablesLPC Theory Contingency Variables
• Situational Favorableness Variables:Situational Favorableness Variables: Leader-member relationsLeader-member relations
The nature of the relationship between The nature of the relationship between the leader and the work group. the leader and the work group.
Task structureTask structure The degree to which the group’s task is defined.The degree to which the group’s task is defined.
Position powerPosition power The power vested in the leader’s position.The power vested in the leader’s position.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–19
11.2 The Least-Preferred Coworker Theory of Leadership11.2 The Least-Preferred Coworker Theory of Leadership
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–20
Path-Goal TheoryPath-Goal Theory
• Assumes that the primary leader functions are:Assumes that the primary leader functions are: To make valued or desired rewards available in the To make valued or desired rewards available in the
workplaceworkplace 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.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–21
Path-Goal Theory (cont’d)Path-Goal Theory (cont’d)
Leader BehaviorsLeader Behaviors
DirectiveDirective 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.
SupportiveSupportive 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.
ParticipativeParticipative Consulting with subordinates, soliciting suggestions, and Consulting with subordinates, soliciting suggestions, and allowing participation in decision making.allowing participation in decision making.
Achievement-Achievement-orientedoriented
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.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–22
Path-Goal Theory: Situational FactorsPath-Goal Theory: Situational Factors
Work Situation
LeadershipStyle
Impact on Followers
ExpectedResults
Follower lacks self-confidence
Supportive Increases self-confidence to complete task
Increased effort. job satisfaction, and performance; fewer grievances
Lack of jobchallenge
Achievement-oriented
Encourages setting high but attainable goals
Improved performance and greater job satisfaction
Improperprocedures and poor decisions
Participative Clarifies followerneed for makingsuggestions andinvolvement
Improved performance and greater satisfaction; less turnover
Ambiguous job Directive Clarifies path toget rewards
Improved performance and job satisfaction
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–23
11.3 The Path-Goal Framework11.3 The Path-Goal Framework
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–24
Vroom’s Decision Tree ApproachVroom’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: Subordinates participation in decision making Subordinates participation in decision making
depends on the characteristics of the situation.depends on the characteristics of the situation. No one decision-making process is best for all No one decision-making process is best for all
situations.situations.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–25
Using the Decision Tree ApproachUsing 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. Decision significanceDecision significance
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.
Decision TimelinessDecision Timeliness The time pressure for making a decision may preclude The time pressure for making a decision may preclude
involving subordinates.involving subordinates.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–26
Decision-Making Style ChoicesDecision-Making Style Choices
Decide (alone)
Consult (individually)
Consult (group)
Facilitate
Decision-Making Styles
Delegate
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–27
Decision Style and Subordinate Participation
Decision Style and Subordinate Participation
Decision-Making 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.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–28
11.4 Vroom’s Time-Driven Decision Tree11.4 Vroom’s Time-Driven Decision Tree
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–29
11.5 Vroom’s Development-Driven Decision Tree11.5 Vroom’s Development-Driven Decision Tree
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–30
The Leader-Member Exchange (LMX) ApproachThe Leader-Member 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 dyadsVertical dyads 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-group or in-groupout-group or in-group
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–31
11.6 The Leader–Member Exchange Model11.6 The Leader–Member Exchange Model
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–32
Management Challenge QuestionManagement 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-making processes?decision-making processes?
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–33
Related Approaches to LeadershipRelated Approaches to Leadership
• Substitutes for LeadershipSubstitutes for Leadership 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
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–34
Charismatic LeadershipCharismatic Leadership
• CharismaCharisma 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.
• CharismaticsCharismatics Are more successful than noncharismatic persons.Are more successful than noncharismatic persons.
Are self-confident leadersAre self-confident leaders
Have a firm conviction in their beliefs and idealsHave a firm conviction in their beliefs and ideals
Possess a strong need to influence people.Possess a strong need to influence people.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–35
Charismatic Leadership (cont’d)Charismatic Leadership (cont’d)
• Charismatic leaders must be able to:Charismatic leaders must be able to: 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.
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.
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.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–36
Transformational LeadershipTransformational Leadership
• Transformational LeadershipTransformational Leadership Goes beyond ordinary expectations by:Goes beyond ordinary expectations by:
transmitting a sense of missiontransmitting a sense of mission stimulating learningstimulating learning inspiring new ways of thinkinginspiring new ways of thinking
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–37
Keys to Successful LeadershipKeys to Successful Leadership
Trusting in subordinate
s
Keeping cool
Being an expert
Simplifying things
Inviting dissent
Encouraging
risk
Developing a vision
Successful Leadership
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–38
The Future of LeadershipThe Future of Leadership
Strategic Leadership
Cross-Cultural Leadership
Ethical Leadership
Emerging Approachesto Leadership
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–39
Emerging Approaches to LeadershipEmerging Approaches to Leadership• Strategic LeadershipStrategic Leadership
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-Cultural LeadershipCross-Cultural Leadership The capability to provide purpose and direction that The capability to provide purpose and direction that
encompasses both international and diversity-based encompasses both international and diversity-based cultural differences in the organization.cultural differences in the organization.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–40
Emerging Approaches to Leadership (cont’d)Emerging Approaches to Leadership (cont’d)
• Ethical LeadershipEthical Leadership 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.
Requires 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.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–41
Political Behavior in OrganizationsPolitical Behavior in Organizations
• Political BehaviorPolitical Behavior 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 developing, and using power and other resources to obtain one’s preferred outcomes.one’s preferred outcomes.
Inducement
Creation of an obligation
CoercionImpression
management
PersuasionCommon Political
Behaviors
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–42
Management Challenge QuestionsManagement 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?
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–43
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?
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–44
Managing Political BehaviorManaging 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.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved. 11–45
A Model of Ethical Political BehaviorA Model of Ethical Political Behavior