Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall11-1 Managing Behavior In Organizations Sixth Edition Jerald Greenberg.

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall 11-1

Managing Behavior In Organizations

Sixth Edition

Jerald Greenberg

The Quest for Leadership

Chapter Eleven

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall11-3

Learning Objectives

DEFINE leadership and EXPLAIN the major sources of power leaders have at their disposal

DESCRIBE the trait approach to leadership and IDENTIFY the major characteristics of effective leaders

IDENTIFY the types of behavior that have been most strongly associated with effective leadership

EXPLAIN the relationship between leaders and followers as characterized in various conceptualizations of the process of leadership

DESCRIBE the basic tenets of contingency theories of leadership and how they may be applied

DESCRIBE various approaches that can be taken to develop leaders in organizations


Three Good Reasons Why You Should Care About . . . Leadership

1. An organization’s success is greatly determined by the quality of its leadership.

2. There are steps that anyone can take to enhance his or her effectiveness as a leader.

3. Changing business practices, such as globalization and the use of the Internet, have important implications managers must appreciate if they are to be effective.


Leadership is the process by which an individual influences others in ways that help attain group or organizational goals.

Leader - the person who actually exercises the most control over the group.

Leadership


Characteristics of LeadershipLeadership involves non-coercive

influence.Leadership influence is goal-directed.Leadership requires followers.Leaders and managers are distinct – at

least in theory.


Leaders versus ManagersManagers do this…• Figure out how to get things done• Pay close attention to work

procedures and follow them precisely

• Follow the rules• Maintain the status quo, keeping

things as they are• Control people by rewarding and

punishing them appropriately (Chapter 3)

• Focus on short-term results• Make decisions based n what has

been done in the past (Chapter 10)

Leaders do this… • Determine what and when things

should be accomplished• Focus on inspiring other people with

creative new ideas (Chapter 12) • Follow ethical principles (Chapter 2) • Introduce new changes (Chapter 14)

and innovation (Chapter 12) • Energize people and earn their trust

(Chapter 7) • Attend to the long-term, big picture • Make decisions that follow new and

original courses of action (Chapter 10)


Legitimate power is the power someone has because others recognize and accept his or her authority

Reward power is the power to control the rewards others receive

Coercive power is the capacity to control punishment

Information power is the power a person has by virtue of his or her access to valuable data or knowledge

Position Power


Rational persuasion is the power leaders have by virtue of the logical arguments and factual evidence they provide to support their arguments.

Expert power is the power leaders have to the extent that others recognize their expert knowledge on a topic.

Referent power is the power that individuals have because they are liked and admired by others.

Charisma is the power someone has over others because of his or her engaging and magnetic personality.

Personal Power


The Trait Approach

Great person theory -

recognizes that great leaders possess key traits that set them apart from most others, traits that remain stable over time and across different groups.


Characteristics of LeadersResearch indicates that successful leaders posses high degrees of the traits listed here.

Trait or Characteristic Description

Drive- Desire for achievement; ambition; high energy; tenacity; initiative

Honesty and integrity- Trustworthy; reliable; open

Leadership motivation- Desire to exercise influence over others to reach shared goals

Self-confidence- Truest in own abilities

Cognitive ability- Intelligence; ability to integrate and interpret large amounts of information

Knowledge of the business- Knowledge of industry and relevant technical matters

Creativity- Originality

Flexibility- Ability to adapt to needs of followers and requirements of situation


Characteristics of “Great Person”

• Desire to lead• Flexibility• Focus on morality• Multiple domains of intelligence


Leadership MotivationLeadership motivation – the desire to

lead – Personalized power motivation– Socialized power motivation


Focus on MoralityFocus on morality

– Authentic leaders - highly moral individuals who are confident, hopeful, optimistic, and resilient, and who are strongly aware of the contexts in which they operate.


Domains of IntelligenceLeaders have to be intelligent in three

ways:– Cognitive intelligence– Emotional intelligence– Cultural intelligence


Charisma - transformational leaders have a mission and inspire others to follow them, often in a highly emotional manner

Self-confidence - transformational leaders are highly confident in their ability and judgment, and others readily become aware of this

Vision - transformational leaders have ideas about how to improve the status quo and do what it takes to change things for the better, even if it means making personal sacrifices

Environmental sensitivity - transformational leaders are highly realistic about the constraints imposed upon them and the resources needed to change things

Transformational Leadership


Intellectually stimulation - transformational leaders help followers recognize problems and show them ways of solving them

Interpersonally consideration - transformational leaders give followers the support, encouragement, and attention they need to perform their jobs well

Inspiration - transformational leaders clearly communicate the importance of the company’s mission and rely on symbols to help focus their efforts

Morality - transformational leaders tend to make decisions in a manner showing advanced levels of moral reasoning





The autocratic-delegation continuum:–People who want to run the whole

show are autocratic.–People who pass along decision-

making responsibility to others rely on delegation.

–People who fall between these two extremes use participative leadership style.

Autocratic-Delegation Continuum


Two Dimensional Model


Two critical leadership behaviors:– Consideration - concern for people– Initiating structure- concern for getting

the job doneLeaders are likely to be most successful

when they demonstrate high concern for both people (consideration) and production (initiating structure).

Leader Behavior


Grid training proposes a multi-step process designed to cultivate both sets of skills

Grid seminar ― managers help organization members analyze their own management styles– Concern for production– Concern for people– Training to improve and optimize both

factors

Grid Training


Leader-member exchange (LMX) model – leaders distinguish between groups they favor (in-groups) and those they do not (out-groups).

LMX Model


Servant leadership – leaders exist to serve the needs of team members– Team leaders work at building trust and inspiring

teamwork.– Team leaders concentrate on expanding team

capabilities and coaching.– Team leaders attempt to create a team identity.– Team leaders are encouraged to make the most of

differences between members.– Team leaders try to foresee and influence change.

Leading Work Teams


Leading Groups versus Teams In traditional work groups, leaders…• Tell people what to do• Take all the credit • Focus on training employees • Relate to others individually • Work at reducing conflict

between individuals • React to change

But in teams, leaders…• Ask people what they think and share responsibility

for organizing and doing the work• Share the limelight with all their teammates • Concentrate on expanding their team’s capabilities by

functioning primarily as coaches who build confidence in team members, cultivating their untapped potential

• Create a team identity by helping the team set goals, helping members meet them, and celebrating when they have been met

• Make the most of team differences by building respect for diverse points of view and ensuring that all the team members’ view are expressed

• Recognize that chance is inevitable and foresee it, better preparing the organization to make appropriate adaptations


LPC contingency theory assumes that a leader’s contribution to successful performance by his or her group is determined by the leader’s own traits in conjunction with various features of the situation.

The most important personal characteristic is the leader’s esteem for his/her least preferred coworker (LPC).– Low LPC leaders view this person in a negative

light, and are primarily concerned with attaining successful task performance.

– High LPC leaders view this person in a positive light and are mainly concerned with establishing good relations with subordinates.

LPC Contingency Theory


Three factors determine how favorable a given situation is to the leader:– The nature of the leader’s relations with group

members– The degree of structure in the task being performed– The leader’s position power

Situational control is high when the leader has positive relations with group members, a highly structured task, and has position power– Low LPC leaders tend to be more effective when

situational control is either very high or very low.– High LPC leaders are more effective when

situational control is moderate.

LPC Contingency Theory


Situational leadership theory – focuses on the best leadership style for a given situation

Depends on them maturity of followers–Task behavior― need for guidance

and direction–Relationship behavior ― need for

emotional support

Situational Leadership Theory


Four situations:1. Telling ― specific instructions; close supervision2. Selling ― specific instructions; being very

supportive3. Participating ― low level of task behavior; high

levels of relationship behavior4. Delegating ― low levels of task behavior and low

levels of relationship behavior Leaders must:

– Diagnose the situation they face– Identify appropriate behavioral style– Implement that response

Situational Leadership Theory


Leadership DevelopmentLeadership development - the systematic

process of training people to expand their capacity to function effectively in leadership roles

Common techniques:– 360-Degree Feedback– Networking– Executive Coaching– Mentoring– Job Assignments– Action Learning


• 360 degree feedback – the process of using multiple sources from inside and outside an organization to evaluate the work of an individual– Assessment centers

• Role-playing exercises

• Networking – breaks down barriers between departments– Promotes peer relationships– Promotes cooperation

Leadership Development


• Executive coaching – custom-tailored, one-on-one learning aimed at improving an individual leader’s performance– Integrated assessment of leader’s strengths and

weaknesses– Comprehensive plan for improvement

• Mentoring– Considered one of the most effective forms of leadership

development• Job assignments

– On-the-job experience• Action learning ― continuous process of learning

and reflection that is supported by colleagues and that emphasizes getting things done

Leadership Development

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall 33

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall11-1 Managing Behavior In Organizations Sixth Edition Jerald Greenberg.

Documents

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leadership slide

effective leadership

process of leadership

leadership influence

pearson education

innovation chapter

trust chapter