Transcript Chapter 15 - cchristopherlee

Chapter 15
Leadership
The Nature of Leadership
• Many styles of leadership can be effective
• People, influence, and goals
– Reciprocal, occurring among people
– A “people” activity, different than
administration and problem-solving
– Leadership is the ability to influence people
toward the attainment of goals
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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Contemporary Leadership
• Responding to the turbulence and uncertainty of the
environment, Leadership evolves as the needs of the
organization, technology, economy, labor, ethics, and
culture change.
• Humility – being unpretentious and modest rather than
arrogant and prideful
• Four approaches for today’s turbulent times:
– Level 5 Leadership
– Servant Leadership
– Authentic Leadership
– Interactive Leadership (gender differences)
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Level-Five Leadership
Level-five leadership refers to the highest level in
a hierarchy of manager capabilities
 Lack of ego (humility)
 Often shy and unpretentious (self-effacing)
 Fierce resolve (WILL) to do what is best for
organization
 Credit other people
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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Level-Five Hierarchy
Servant Leadership
• Give away — power, ideas, information,
recognition, and credit for accomplishment.
• Bring the follower’s higher motives to the work
and connect them to the organizational mission
and goals.
• Nonprofit organizations
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Authentic Leadership
• Know and understand themselves
• Espouse and act consistently with higher-order
ethical values
• Empower and inspire others with their
openness and authenticity
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15.2 Components of Authentic Leadership
Interactive Leadership
Derived from studies of female leaders (gender
differences)
Consistent with Level 5 leadership
Consensual and collaborative
Influence derived from relationships
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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Gender Differences in Leadership Behaviors
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From Management to Leadership
 Good management is essential to organizations, but
good managers must be leaders
 Management promotes stability, order, and problem
solving
 Leadership motivates toward vision and change
 Leadership cannot replace management, there should
be a balance of both
 Good management  Meet current commitments
 Good leadership  Moves into the future.
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15.4 Leader and Manager Qualities
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Leadership Traits
• Traits: Distinguishing personal characteristics
• Early research: Trait ↔ Leadership (Strong),
Great Man Approach to leadership
• Recent research: Trait ↔ Leadership (Weak),
Combine trait research with other leadership
ideas
• Effective leaders possess varied traits and
combine these with their strengths
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15.5 Personal Characteristics of Leaders
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Behavioral Approaches
• Research beyond leadership traits
• Defined two leadership behaviors:
– Task-oriented behavior
– People-oriented behavior
• Foundation of important leadership studies
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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Ohio State Studies aka OSU Model
• Identified two major behaviors of leader:
• Consideration; people oriented
– Mindful of, sensitive to subordinates
– Respects ideas and feelings of subordinates
– Establishes mutual trust
– Friendly; Open communication, Develop teamwork;
Care for subordinates’ welfare
• Initiating structure; task behavior
– Task oriented
– Directs work activities toward goals
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Michigan Studies, aka UM Model
• Compared the behavior of effective and
ineffective supervisors
• Employee-centered leaders (most effective)
– Establish high performance goals
– Display supportive behavior
• Job-centered leaders (not effective)
– Less concerned with goal achievement/human needs
– Focus on meeting schedules, cost-management, and
efficiency
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Texas Model - The Leadership Grid
Contingency Approaches
How do situations influence leader effectiveness?
 Hersey & Blanchard Model - Situational
Model of Leadership
 Fiedler Model - Leadership Model
 Substitutes for leadership concept
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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Contingency Approaches: Situational Model
aka Hersey and Blanchard Model
• Describes the relationship between leadership styles
and specific organizational situations.
• Links the leader’s behavioral style with the task of
readiness of subordinates.
• Extension of behavioral theories
• Focus on characteristics of followers
• Seek appropriate leadership behavior
• In short, leadership is based on relationship with
followers and readiness level of followers
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The Situational Model of Leadership
Fiedler’s Contingency Theory
• Leader’s style is task oriented or relationship
oriented
– Relatively fixed leadership style difficult to change
• Goal is to match the leader’s style with
organizational situation
• Analyze the leader’s style to the favorability of
the situation
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How Leader Style Fits the Situation
Substitutes for Leadership
 There are situations where leader style is
unimportant
 There are situations and variables that can substitute
or neutralize leadership characteristics
 A substitute = a situation variable that makes a
leadership style unnecessary; example - highly
professional subordinates.
 A neutralizer = a situational variable that prevents a
leader from displaying certain behaviors.
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Substitutes and Neutralizers for Leadership
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Charismatic and Visionary
Leadership
• Charismatic leaders are skilled in the art of
visionary leadership
– Vision is an attractive ideal future
• Inspire and motivate people to do more
– A lofty vision
– Ability to understand and empathize
– Empowering and trusting subordinates
• Visionary leaders speak to the hearts of
employees to be a part of something big
• RQ: Can a woman become a charismatic leader?
Transformational vs.
Transactional Leadership
Transactional
– Clarify tasks
– Initiate structure
– Provide awards
– Improve productivity
– Hard working
– Tolerant & fair-minded
– Focus on management
Transformational
– Innovative
– Recognize follower
needs
– Inspire followers
– Create a better future
– Promote significant
change
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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Followership
• Organization does not exist without followers
• A leader must understand followers
• 2 Dimensions
1. Independent & Critical Thinker
vs. Dependent, uncritical Thinker
2. Active Follower
vs. Passive Follower
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15.10
Styles of Followership
Power and Influence
• Position Power
– Legitimate Power
– Reward Power
– Coercive Power
• Personal Power
– Expert Power
– Referent Power
• Other Sources of Power
Both leaders
and followers
use power to
get things done
– Personal Effort
– Network of Relationships
– Information
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7 Interpersonal Influence Tactics for Leaders
Review Questions
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Define leadership and explain its importance for organizations.
Describe how leadership is changing in today’s organizations, including Level 5 leadership, servant
leadership, and authentic leadership.
Discuss how women’s style of leading is typically different from men’s.
Identify personal characteristics associated with effective leaders.
Define task-oriented behavior and people-oriented behavior and explain how these categories are used to
evaluate and adapt leadership style.
Describe Hersey and Blanchard’s situational theory and its application to subordinate participation.
Discuss how leadership fits the organizational situation and how organizational characteristics can
substitute for leadership behaviors.
Describe transformational leadership and when it should be used.
Explain how followership is related to effective leadership.
What are 5 components of authentic leadership?
Describe a substitute as a situation variable.
Describe a neutralizer as a situation variable.
Identify the influence that charismatic leader makes.
Identify sources of leader power.
Identify the tactics leaders use to influence others.
Describe 5 styles of followership.
Among 5 styles of followership, which style is the most harmful to the organization? Explain why.
Explain how a woman with a calm voice can become a charismatic leader.
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