AISE Lussier PPT_ch01[1] Leadership Style

EFFECTIVEEFFECTIVELEADERSHIPLEADERSHIP

3rd Edition3rd Edition

Robert N. Lussier Robert N. Lussier and Christopher F. Achuaand Christopher F. Achua

.

This presentation updated and enhanced by: This presentation updated and enhanced by:

George W. CrawfordGeorge W. CrawfordAssistant ProfessorAssistant Professor

Clayton State UniversityClayton State UniversityMorrow, GA 30260Morrow, GA 30260

[email protected]@mail.clayton.edu

Copyright (c) 2007 by Thomson South-Western. All rights reserved. 1-1


Chapter 1Chapter 1

Who Is a Who Is a Leader?Leader?


Chapter 1 Chapter 1 Learning OutcomesLearning Outcomes

• Briefly describe the five key elements of Briefly describe the five key elements of leadership.leadership.

• List the 10 managerial roles based on their List the 10 managerial roles based on their three categories.three categories.

• Explain the interrelationships among the Explain the interrelationships among the levels of leadership analysis.levels of leadership analysis.

• Describe the major similarity and difference Describe the major similarity and difference between the trait and behavioral leadership between the trait and behavioral leadership theories. theories.

• Discuss the interrelationships between trait Discuss the interrelationships between trait and behavioral leadership theories and and behavioral leadership theories and contingency theories.contingency theories.


Chapter 1 Chapter 1 Key TermsKey Terms

• LeadershipLeadership• InfluencingInfluencing• Managerial role Managerial role

categoriescategories• Interpersonal Interpersonal

leadership rolesleadership roles• Informational Informational

leadership rolesleadership roles• Decisional Decisional

leadership rolesleadership roles• Levels of analysis Levels of analysis

of leadership of leadership theorytheory

• Leadership theoryLeadership theory• Leadership theory Leadership theory

classificationsclassifications• Leadership Leadership

paradigmparadigm• Leadership trait Leadership trait

theoriestheories• Behavioral Behavioral

leadership theoriesleadership theories• Contingency Contingency

leadership theoriesleadership theories• Integrative Integrative

leadership theoriesleadership theories


What is Leadership?What is Leadership?

•No universal definitionNo universal definition•Leadership is complex Leadership is complex

and thus hard to defineand thus hard to define•Many different Many different

definitionsdefinitions


Why Leadership Why Leadership is Importantis Important

•For crisis situationsFor crisis situations•For organizational For organizational

performanceperformance•For employee job For employee job

satisfactionsatisfaction•For successful managementFor successful management


Why Leadership Why Leadership is Important (cont.)is Important (cont.)• ““--- the performance of the --- the performance of the

managerial leadership managerial leadership determines the success or determines the success or failure of the organization.” failure of the organization.”

Peter DruckerPeter Drucker• Poor leadership leads to Poor leadership leads to

failure, and good leadership failure, and good leadership to success.to success.


Textbook’s Definition Textbook’s Definition

of Leadershipof LeadershipLeadership is the influencing process of leaders and followers to achieve organizational objectives through change


A Manager’s Job A Manager’s Job IncludesIncludes

•Planning•Organizing•Leading

–Thus, leadership is part of every manager’s job

•Controlling


Are All Leaders Are All Leaders Managers?Managers?

•Manager = formal title and authority

•Leader = person (manager or nonmanager) with influence

•Follower = person influenced by a leader


InfluenceInfluence• Is the process of a leader Is the process of a leader

communicating ideas, communicating ideas, gaining acceptance of gaining acceptance of them, and motivating them, and motivating followers to support and followers to support and implement the ideas implement the ideas through changethrough change

• It is the essence of It is the essence of leadershipleadership


Influence (cont.)Influence (cont.)•Managers may influence Managers may influence

through coercionthrough coercion•LeadersLeaders influence by influence by

gaining followers’ gaining followers’ commitment and commitment and enthusiasmenthusiasm


Effective LeadersEffective Leaders•Know when to lead, Know when to lead,

when to followwhen to follow• Influence followers to Influence followers to

support organizational support organizational interestsinterests

•Provide directionProvide direction


Effective Leaders Effective Leaders (cont.)(cont.)

•Set challenging objectives Set challenging objectives and lead the charge to and lead the charge to achieve themachieve them

• Influence change for Influence change for continual improvementcontinual improvement

•Enjoy working with peopleEnjoy working with people


Key Elements of Key Elements of LeadershipLeadership

LeadershipLeadership

InfluenceInfluence

Organizational Organizational ObjectivesObjectives

PeoplePeopleChangeChange

LeadersLeaders––FollowersFollowers


Are Leaders Born or Are Leaders Born or Made?Made?

• NeitherNeither• BothBoth• Some are born with natural Some are born with natural

ability and develop itability and develop it• Some are developed through Some are developed through

effort and hard workeffort and hard work• All people have potential All people have potential

leadership skillsleadership skills• Organizations spend millions Organizations spend millions

every year to develop leadership every year to develop leadership skills of their employeesskills of their employees


Managerial RolesManagerial Roles

InterpersonalInterpersonalInterpersonalInterpersonal

InformationalInformationalInformationalInformational

DecisionalDecisionalDecisionalDecisional

1. Figurehead2. Leader3. Liaison

4. Monitor5. Disseminator6. Spokesperson

7. Entrepreneur8. Disturbance handler9. Resource allocator10. Negotiator


Figurehead RoleFigurehead Role• Represent the organization in legal, Represent the organization in legal,

social, ceremonial, or symbolic social, ceremonial, or symbolic activities.activities.

• Generally considered a top Generally considered a top management functionmanagement function

• However, leaders throughout However, leaders throughout organization can perform this roleorganization can perform this role

• Includes:Includes:– Signing official documentsSigning official documents– Entertaining clients and official visitorsEntertaining clients and official visitors– Speaking engagements (formal and Speaking engagements (formal and

informal)informal)– Presiding at meetings and ceremoniesPresiding at meetings and ceremonies


Leader RoleLeader Role• Pervades all managerial Pervades all managerial

behaviorbehavior• Influences how leaders Influences how leaders

perform other rolesperform other roles• Includes:Includes:

– Hiring and trainingHiring and training– Giving instructions and coachingGiving instructions and coaching– Evaluating performanceEvaluating performance


Liaison RoleLiaison Role• Interacting with people Interacting with people

outside the organizational unitoutside the organizational unit• Includes:Includes:

– NetworkingNetworking– Developing relationshipsDeveloping relationships– Gaining information and favorsGaining information and favors– Serving on committeesServing on committees– Attending professional meetingsAttending professional meetings– Keeping in touch with other Keeping in touch with other

people and organizationspeople and organizations


Monitor RoleMonitor Role• Gathers informationGathers information• Analyzes the information to Analyzes the information to

discover problems and discover problems and opportunitiesopportunities

• Includes:Includes:– Reading memos, reports, and Reading memos, reports, and

publicationspublications– Talking to othersTalking to others– Attending meetingsAttending meetings– Observing competitorsObserving competitors


Disseminator RoleDisseminator Role• Sends information to othersSends information to others• Information passed via:Information passed via:

Oral meansOral means– Telephone or voice mailTelephone or voice mail– One-on-one discussionsOne-on-one discussions– MeetingsMeetings

Written mediaWritten media– E-mailE-mail– Printed documentsPrinted documents– Handwritten notesHandwritten notes


Spokesperson RoleSpokesperson Role• Provides information to Provides information to

people outside the people outside the organizational unitorganizational unit

• Examples:Examples:– Meeting with the boss to Meeting with the boss to

discuss unit’s performancediscuss unit’s performance– Presenting budget needs to Presenting budget needs to

the financial officerthe financial officer– Answering correspondenceAnswering correspondence– Reporting to the governmentReporting to the government


Entrepreneur RoleEntrepreneur Role• InnovativeInnovative• Initiation of improvementsInitiation of improvements•Examples:Examples:

– Developing new or Developing new or improved products/servicesimproved products/services

– Developing new ways to Developing new ways to process products/servicesprocess products/services

– Purchasing new equipmentPurchasing new equipment


Disturbance-Handler Disturbance-Handler RoleRole

• Takes corrective action during Takes corrective action during crisis or conflictcrisis or conflict

• Involves reactions to Involves reactions to unexpected eventsunexpected events

• Leaders typically give this role Leaders typically give this role prioritypriority

• ExamplesExamples– A union goes on strikeA union goes on strike– Equipment breakdownEquipment breakdown– Needed material not arriving on Needed material not arriving on

timetime– Tight schedulesTight schedules


Resource-Allocator Resource-Allocator RoleRole

• Involves scheduling, Involves scheduling, requesting authorization, and requesting authorization, and budgeting activitiesbudgeting activities

• Examples:Examples:– Deciding what is done now, later, Deciding what is done now, later,

or not at allor not at all– Setting priorities and time Setting priorities and time

managementmanagement– Allocating raises, overtime, and Allocating raises, overtime, and

bonusesbonuses– Scheduling employee, equipment, Scheduling employee, equipment,

and material useand material use


Negotiator RoleNegotiator Role• Represents organizational unit Represents organizational unit

in transactions without set in transactions without set boundariesboundaries

• Examples:Examples:– Setting pay and benefits for a Setting pay and benefits for a

new professional employee or new professional employee or managermanager

– Reaching agreement on a labor Reaching agreement on a labor union contractunion contract

– Contracting with customers or Contracting with customers or suppliers suppliers


IndividualIndividual

Gro

up

Gro

up

Organizational

Organizational

33

LevelsLevels

OfOf

LeadershipLeadership

AnalysisAnalysis


Individual LevelIndividual Level

•Focuses on the individual Focuses on the individual leader and the relationship leader and the relationship with individual followerswith individual followers

•Called the “dyadic Called the “dyadic process”process”

•Reciprocal influenceReciprocal influence


Group LevelGroup Level

• Focuses on the individual Focuses on the individual leader and the collective leader and the collective group of followersgroup of followers

• Called the “group process”Called the “group process”• An important part is An important part is

meetingsmeetings• How leader contributes to How leader contributes to

group effectivenessgroup effectiveness


Organizational LevelOrganizational Level

• Focuses on how the top Focuses on how the top management influences management influences organizational performanceorganizational performance

• Called the “organizational Called the “organizational process”process”

• Deals with organizational Deals with organizational adaptability and adaptability and transformationtransformation


Leadership ParadigmLeadership Paradigm•A shared mindset that

represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership

•Has been changed over the last 60 years it has been studied


Leadership TheoriesLeadership Theories

•Explanations of some aspects of leadership

•Have practical value to better understand, predict, and control successful leadership


BehavioralBehavioral IntegrativeIntegrative

TraitTrait ContingencyContingency

The 4 Leadership The 4 Leadership Theory Theory

Classifications Classifications Include:Include:

The 4 Leadership The 4 Leadership Theory Theory

Classifications Classifications Include:Include:


Leadership Trait Leadership Trait TheoriesTheoriesAttempt to explain Attempt to explain

distinctive distinctive characteristics characteristics accounting for accounting for

leadership leadership effectiveness to effectiveness to identify a set of identify a set of

physical and physical and psychological traits psychological traits that all successful that all successful leaders possessleaders possess


Some Traits Considered in Some Traits Considered in Leadership Trait TheoryLeadership Trait Theory

•High energy level•Appearance•Aggressiveness•Self-reliance•Persuasiveness•Dominance


Behavioral Behavioral Leadership TheoriesLeadership Theories

Attempt to explain Attempt to explain distinctive styles distinctive styles used by effective used by effective leaders, or to leaders, or to define the nature define the nature of their workof their work


Behavioral Leadership Behavioral Leadership Theories FocusTheories Focus

•What the leader actually did on the job (behavior)

•The nature of management work


Contingency Contingency Leadership TheoriesLeadership Theories

Attempt to Attempt to explain the explain the

appropriate appropriate

leadership styleleadership style

based on the based on the leader, leader,

followers, followers,

and situationand situation


Contingency Leadership Contingency Leadership TheoriesTheories

•Are called universal theories

•Try to predict which traits and/or behaviors will result in leadership success given the situational variables


Integrative Integrative Leadership TheoriesLeadership Theories

Attempt to Attempt to combine the trait, combine the trait,

behavioral, and behavioral, and contingency contingency

theories to explain theories to explain successful, successful, influencinginfluencing

leaderleader––follower follower relationshipsrelationships


Paradigm Has Paradigm Has Shifted From Shifted From Management Management

to Leadership!to Leadership!


The New Management – The New Management – Leadership ParadigmLeadership Paradigm

•Management role is evolving

•Successful managers-Use democratic leadership-Share the responsibility with employees-Must be able to lead and manage


Under the Old Under the Old Management Management

Paradigm ManagersParadigm Managers•Were Autocratic•Made all decisions•Maintained tight controls over employees


Under the New Under the New Leadership Leadership

Paradigm ManagersParadigm Managers•Are primarily participative•Focus on leadership•Share management functions•Have good relationships with

followers•Realize that people are the

most important asset


Leaders vs. Leaders vs. ManagersManagers

•Successful leaders are also good managers

•Successful managers are also good leaders

•The leadership and management paradigms overlap

•Leadership is one of the four basic functions of management

AISE Lussier PPT_ch01[1] Leadership Style

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