Leadershi Leadershi p p Chapter 12 Chapter 12 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Leadership Chapter 12 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Dec 30, 2015
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LeadershipLeadership
Chapter 12Chapter 12
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Learning ObjectivesLearning Objectives
LO 1 Discuss what it means to be a leader LO 2 Summarize what people want and what
organizations need from their leadersLO 3 Explain how a good vision helps you be a better
leaderLO 4 Identify sources of power in organizationsLO 5 List personal traits and skills of effective leaders
12-2
Learning Objectives (cont.)Learning Objectives (cont.)
LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them
LO 7 Distinguish between charismatic and transformational leaders
LO 8 Describe types of opportunities to be a leader in an organization
LO 9 Discuss how to further your own leadership development
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LeadershipLeadership
Leader One who influences others to attain goals.For
good or evil. The greater the number of followers, the greater
the influence Who is a follower?Why?
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Key Leadership BehaviorsKey Leadership Behaviors
1. Challenge the process2. Inspire a shared vision3. Enable others to act4. Model the way---Is this true?5. Encourage the heart
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VisionVision
Vision A mental image of a
possible and desirable future state of the organization.
Survive negatives
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Leading and ManagingLeading and Managing
Supervisory leadership Behavior that provides
guidance, support, and corrective feedback for day-to-day activities.
Management
Strategic leadership Behavior that gives
purpose and meaning to organizations, envisioning and creating a positive future.
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Sources of PowerSources of Power
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Sources of PowerSources of Power
12-9Figure 12.1
Traditional Approaches to Traditional Approaches to Understanding LeadershipUnderstanding Leadership
Trait approach A leadership perspective that attempts to
determine the personal characteristics that great leaders share
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Useful Leadership CharacteristicsUseful Leadership Characteristics
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© 2006 by South-Western, a division of Thomson Learning. All rights reserved.
11-12
Ex. 11.2Ex. 11.2 Personal Characteristics of Leaders Personal Characteristics of Leaders
Physical characteristicsEnergyPhysical stamina
Social backgroundEducationMobility
Intelligence and abilityJudgment, cognitive abilityKnowledgeJudgment, decisiveness
PersonalitySelf-confidenceHonesty and integrityEnthusiasmDesire to leadIndependence
Work-related characteristicsAchievement drive, desire to excelConscientiousness in pursuit of goalsPersistence against obstacles, tenacity
Social characteristicsSociability, interpersonal skillsCooperativenessAbility to enlist cooperationTact, diplomatic
© 2006 by South-Western, a division of Thomson Learning. All rights reserved.
11-13
Characteristics of Effective LeadersCharacteristics of Effective Leaders 1. Driven, high achievers, passionate
2. Possess a strong desire to control others
3. Self-confident
4. Trustworthy and honest
5. Smart, knowledgeable, technically competent
6. Sensitive to people’s needs and feelings
7. Sense of humor
8. Emotionally intelligent
Leader BehaviorsLeader Behaviors
Behavioral approach A leadership perspective that attempts to identify
what good leaders do—that is, what behaviors they exhibit.
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Leader BehaviorsLeader Behaviors
Task performance behaviors Actions taken to ensure that the work group or
organization reaches its goals. WIIFM
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Group MaintenanceGroup Maintenance
Group maintenance behaviors Actions taken to
ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group
Leader-Member Exchange (LMX) theory Highlights the
importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.
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Questions Assessing Task Performance Questions Assessing Task Performance and Group Maintenance Leadershipand Group Maintenance Leadership
12-17Table 12.1
Participation in Decision MakingParticipation in Decision Making
Autocratic leadership A form of leadership in which the leader makes
decisions on his or her own and then announces those decisions to the group. My way or else!
Democratic leadership A form of leadership in which the leader solicits
input from subordinates. How can we?
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Participation in Decision MakingParticipation in Decision Making
Laissez-faire leadership philosophy characterized by an
absence of managerial decision making.
Hide-don’t rock the boat
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Leadership GridLeadership Grid
12-20Figure 12.2
Situational Approaches to LeadershipSituational Approaches to Leadership
Situational approach Leadership perspective proposing that universally
important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.
Wars—problems-satisfaction
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The Vroom Model of LeadershipThe Vroom Model of Leadership
Vroom model A situational model
that focuses on the participative dimension of leadership.
12-22Figure 12.3
Situational Factors forSituational Factors forProblem AnalysisProblem Analysis
12-23Table 12.2
Vroom’s Leader Decision StylesVroom’s Leader Decision Styles
12-24Figure 12.3
Fiedler’s Contingency ModelFiedler’s Contingency Model
Fiedler’s contingency model of leadership effectiveness A situational approach to leadership postulating
that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.
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Fiedler’s Analysis of SituationsFiedler’s Analysis of Situations
12-26Figure 12.4
Fiedler’s Contingency ModelFiedler’s Contingency Model
Task-motivated leadership Leadership that places
primary emphasis on completing a task.
Get it done
Relationship-motivated leadership Leadership that places
primary emphasis on maintaining good interpersonal relationships.
Your friend
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Hersey and Blanchard’s Situational TheoryHersey and Blanchard’s Situational Theory
Hersey and Blanchard’s situational theory A life-cycle theory of leadership postulating that a
manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.
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© 2006 by South-Western, a division of Thomson Learning. All rights reserved.
11-29
Ex. 11.1Ex. 11.1 Leader and Manager QualitiesLeader and Manager Qualities
SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12.
Hersey and Blanchard’s Situational TheoryHersey and Blanchard’s Situational Theory
Job maturity The level of the
employee’s skills and technical knowledge relative to the task being performed.
Psychological maturity An employee’s self-
confidence and self-respect.
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Path-Goal TheoryPath-Goal Theory
Path-goal theory A theory that concerns how leaders influence
subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.
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The Path-Goal FrameworkThe Path-Goal Framework
12-32Figure 12.5
Substitutes for LeadershipSubstitutes for Leadership
Substitutes for leadership Factors in the
workplace that can exert the same influence on employees as leaders would provide.
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Contemporary Perspectives on LeadershipContemporary Perspectives on Leadership
Charismatic leader A person who is dominant, self-confident,
convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.
Follow anywhere
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Contemporary Perspectives on LeadershipContemporary Perspectives on Leadership
Transformational leader A leader who motivates people to transcend their
personal interests for the good of the group. Transactional leaders
Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.
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Contemporary Perspectives on LeadershipContemporary Perspectives on Leadership
Level 5 leadership A combination of strong professional will
(determination) and humility that builds enduring greatness.
Others
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AuthenticityAuthenticity
Authentic leadership A style in which the
leader is true to himself or herself while leading
Pseudo-transformational leaders Leaders who talk
about positive change but allow their self-interest to take precedence over followers’ needs
Hypocrite
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Opportunities for LeadersOpportunities for Leaders
Servant-leader A leader who serves
others’ needs while strengthening the organization.
Bridge leaders A leader who bridges
conflicting value systems or different cultures.
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Opportunities for LeadersOpportunities for Leaders
Shared leadership Rotating leadership, in
which people rotate through the leadership role based on which person has the most relevant skills at a particular time.
Lateral leadership Style in which
colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving.
12-39
© 2006 by South-Western, a division of Thomson Learning. All rights reserved.
11-40
Causes of Work StressCauses of Work Stress
Four Categories: Demands associated with job tasks. Physical demands. Roles demands (Sets of expected behaviors). Interpersonal demands.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved.
11-41
Five Proven Stress BustersFive Proven Stress BustersTake a brief break from a stressful situation and do something small and constructive, like washing your car or getting a hair cut.
Get help with a stressful task from a co-worker, boss, or friend.
Concentrate intensely on reading, surfing the Internet, a sport, or hobby. Contrary to common sense, concentration is at the heart of stress reduction.
Finish anything you have started. Accomplishing almost anything reduces some stress.
Find somebody or something that makes you laugh, and have a good laugh.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved.
11-42
Increasing Productivity ThroughIncreasing Productivity ThroughDelegation and EmpowermentDelegation and Empowerment
7. Step back from the details
6. Delegate both pleasant
and unpleasant
tasks
5. Obtain feedback on
the delegated
task
1. Assign duties to the right people 2. Delegate
the whole task
3. Give as much
instruction as needed
4. Retain some
important tasks for yourself
8. Allow for spending
money and using
resources
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