LEADERSHIP Chapter 14 Generosa, Morales, Sia, Pineda
LEADERSHIPChapter 14
Generosa, Morales, Sia, Pineda
WHAT IS LEADERSHIP?
The process of influencing others to achieve group or organizational goals.
LEADERS VERSUS MANAGERS
Leaders
• Are concerned with doing the right thing.
• Focus on vision, mission, goals, and objectives.
• Take a long term view.
Managers
• Are concerned with doing things right.
• Focus on productivity and efficiency.
• Have a relatively short-term perspective.
LEADERS VERSUS MANAGERS
Leaders
• Concerned with expanding people’s choice and options.
• Inspire and motivate others to find their own solutions.
• More concerned with ends, what gets done.
Managers
• Concerned with control and limiting the choice of others.
• Solve problems so that others can do their work.
• More concerned with means, how things done.
MANAGERS are critical to getting out the day-to day work.
LEADERS are critical to inspiring employees and setting the organization’s long term
direction.
Leadership Traits
• A leadership theory that holds that effective leaders possess a similar set of traits or characteristics.
• Is also known as the “great person” theory.
• TRAITS - a relatively stable characteristics such as abilities, psychological motives, and consistent patterns of behavior.
LEADERS are different from NONLEADERS in the following traits:
DriveThe desire to leadHonesty/integritySelf-confidence
Emotional stabilityCognitive ability
Knowledge of the business
DRIVERefers to a high level of effort and is
characterized by achievement, motivation, initiative, energy, and tenacity.
DESIRE TO LEAD
They want to be in charge and think about ways to influence or convince others.
HONESTY/ INTEGRITY
HONESTY being truthful with others, is a cornerstone of leadership.
INTEGRITY is the extent to which leaders do what they say or they will do.
SELF-CONFIDENCE
Believing in one’s abilities
Are more decisive and assertive.
EMOTIONAL STABILITY
Refers to the state of being able to have the appropriate feelings about the common experiences
and being able to act in a rational manner.
COGNITIVE STABILITY
Refers to the individual’s capacity to think, reason, and problem solved.
KNOWLEDGE OF THE BUSINESS
Understand the key technological decisions and concerns facing their
companies.
LEADERSHIP BEHAVIORS
INITIATING STRUCTURE
The degree to which a leader structures the role of followers by setting goals, giving directions,
setting deadlines, and assigning tasks.
CONSIDERATION
The extent to which a leader is friendly, approachable, and supportive and show
concerns for employees.
Specific leader consideration behaviors include:
Listening to employees’ problems and concerns.
Consulting with employees before making decisions.
Treating employees as equals.
FIEDLER’S CONTIGENCY THEORY
shows the relationship between the leader’s orientation or style and group performance under differing situational conditions.
Fiedler assumes that..
Leaders style is fixed and can be measured by the least preferred co-worker (LPC) questionnaire
Least Preferred Co-Worker (LPC) Questionnaire
High Score• Relationship
Oriented
Low Score• Task Oriented
RELATIONSHIP ORIENTED
Are better leaders under favorable situations.
TASK ORIENTED
Are better leaders in highly favorable and unfavorable
situations.
Situational Favorableness
LEADER-MEMBER RELATIONS
Which refers to how well and there is a friendly work atmosphere
TASK STRUCTURE
Is the degree to which the requirements of a subordinate’s tasks are clearly specified
Situational Favorableness
POSITION POWER
The degree to which leaders are able to hire, fire, reward and punish workers.
PATH GOAL THEORY : ADAPTING LEADER
BEHAVIOR
• States that leaders can increase subordinate satisfaction and performance by clarifying & clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.
Leaders have to meet 2 conditions
1. The leaders behavior must be a source of immediate or future satisfaction for followers.
2. While providing the coaching, guidance and all, they must also compliment and not duplicate the characteristics of follower’s work environment
4 kinds of leadership styles
1. Directive leadership – a style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance & makes sure that people follow rules and regulations.
2. Supportive leadership – a style in which the leader is friendly and approachable, shows concern for employees and their welfare, treats them as equals and creates a friendly climate.
3. Participative leadership – a style in which the leader consults employees for their suggestions and input before making decisions.
4. Achievement – oriented leadership – style in which the leader sets challenging goals, has high expectations of employees and displays confidence that employees will assume responsibility and put forth extraordinary effect.
Subordinate & Environmental Contingencies
3 kinds of subordinate contingencies
1. Perceived ability – simply how much ability subordinates believe they have for doing their job well.
2. Experience – experienced employees are likely to react in a similar way.
3. Locus of control – is a personality measure that indicates the extent to which people believe that they have control over what happens to them in life.
• Internals – believe that what happens to them, good or bad, is largely a result of their choices and actions.
• Externals – believe that what happens to them is caused by external forces beyond their control.
3 kinds of environmental contingencies
1. Task structure – the degree to which the requirements of a subordinate’s tasks are clearly specified.
2. Formal Authority System – is an organization’s set of procedures, rules and policies.
3. Primary work group – refers to the amount of work-oriented participation or emotional support that is provided by an employee’s immediate work group.
HOW TO APPLY PATH-GOAL THEORY
• Clarify paths to goals.• Clear paths to goals by solving problems and
removing roadblocks.• Increase the number and kinds of rewards
available for goal attainment.• Do things that satisfy followers today or will
lead to future rewards or satisfaction.• Offer followers something unique and
valuable beyond what they’re experiencing or can already do for themselves.
When to use Directive, Supportive, Participative or Achievement-Oriented Leadership
DIRECTIVE SUPPORTIVE PARTICIPATIVE ACHIEVEMENT-ORIENTED
Unstructured tasks Structured, simple, repetitive tasks; stressful, frustrating tasks
Complex tasks Unchallenging taks
Workers with external locus of control
Workers lack confidence
Workers with internal locus of control
Unclear formal authority system
Clear formal authority system
Workers not satisfied with rewards
Inexperienced workers
Experienced workers
Workers with low perceived ability
Workers with high perceived ability
Subordinate Contingencies•Perceived Ability•Locus of Control
•Experience
Leadership Styles•Directive
•Supportive•Participative
•Achievement- Oriented
Outcomes•Subordinate Satisfaction
•Subordinate Performance
Environmental Contingencies•Task Structure
•Formal Authority System•Primary Work Group
NORMATIVE DECISION THEORY
It helps leaders decide how much employee participation should be
used when making decisions.
DECISION STYLES
• Using information available at the time, the leader solves the problem or makes the decision.
• The leader obtains necessary information from employees and then selects a solution to the problem. When asked to share information, employees may or may not be told what the problem is.
• The leader shares the problem and gets ideas and suggestions from relevant employees on an individual basis. Individuals are not together as a group so the leader makes the decision.
• The leader shares the problem with employees as a group, obtains their ideas and suggestions, and then makes the decision.
• The leader shares the problem with employees as a group, acts as a facilitator and does not try to influence the group and is willing to accept and implement any solution that has the support of the entire group.
DECISION RULES TO INCREASE DECISION QUALITY
• Quality Rule
• Leader Information Rule
• Subordinate Information Rule
• Goal Congruence Rule
• Problem Structure Rule
DECISION RULES TO INCREASE DECISION ACCEPTANCE
• Commitment Probability Rule
• Subordinate Conflict Rule
• Commitment Requirement Rule
VISIONARY LEADERSHIP
Creates a positive image of the future that motivates organizational members and provides
direction for future planning and goal setting.
Two Kinds of Visionary leadership:
CHARISMATIC LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
Two Kinds of Visionary leadership:
CHARISMATIC LEADERSHIPCharisma is a Greek word meaning “divine gift”.
The behavioral tendencies and personal characteristics of leaders that create exceptionally strong relationships between them and their followers.
Two Kinds of Visionary leadership:
CHARISMATIC LEADERSHIPCharismatic leaders have strong, confident,
dynamic personalities that attracts followers and enable the leaders to create strong bond with their followers.
Charismatic leaders also:
Articulate clear visions for the future that are base on strongly held values or morals
Model those values by acting in ways consistent with their visions
Communicate high performance expectations to followers
Display confidence in followers’ abilities to achieve visions
Two Kinds of Charismatic Leaders:
ETHICAL CHARISMATICS
UNETHICAL CHARISMATICS
ETHICAL CHARISMATIC
Provide developmental opportunities for followers,
Are open to positive and negative feedback,
Recognize others’ contributions,
share information, Has moral standards that
emphasize the larger interests of the group, organization, or society.
UNETHICAL CHARISMATIC
Control and manipulate followers,
Do what is the best for themselves instead of their organizations,
Wants to hear only positive feedback,
Share only information that is beneficial to themselves,
Have moral standards that put their interests before everyone else’s
TRANSFORMATIONAL LEADERSHIP
Goes further by generating awareness and acceptance of a group's purpose and mission and by getting employees
to see beyond their own needs and self-interest for the good of the group.
Four Components of transformational leadership:
CHARISMATIC LEADERSHIP OR IDEALIZED INFLUENCE
INSPIRATIONAL MOTIVATIONINTELLECTUAL STIMULATIONINDIVIDUALIZED CONSIDERATION
Charismatic Leadership or Idealized Influence
Means that transformational leaders act as role models for
their followers.
INSPIRATIONAL STIMULATIONMeans that transformational leaders
motivate and inspire followers by providing meaning and challenge to
their work.
INTELLECTUAL STIMULATION
Means that transformational leaders encourage followers to be creative and
innovative, to question assumptions, and to look at problems and stimulations in
new ways even if their ideas are different from the leaders.
INDIVIDUALIZED CONSIDERATION
Means that transformational leaders pay special attention to followers; individual needs by creating learning opportunities, accepting and tolerating individual differences, encouraging two-way communication, and being good listeners.
TRANSACTIONAL LEADERSHIP
Leadership based on an exchange process, in which followers are rewarded for good performance and punished for
poor performance.
NORMATIVE DECISION THEORY
It helps leaders decide how much employee participation should be
used when making decisions.
Decision Styles
• Using information available at the time, the leader solves the problem or makes the decision.
• The leader obtains necessary information from employees and then selects a solution to the problem. When asked to share information, employees may or may not be told what the problem is.
• The leader shares the problem and gets ideas and suggestions from relevant employees on an individual basis. Individuals are not together as a group so the leader makes the decision.
• The leader shares the problem with employees as a group, obtains their ideas and suggestions, and then makes the decision.
• The leader shares the problem with employees as a group, acts as a facilitator and does not try to influence the group and is willing to accept and implement any solution that has the support of the entire group.