CHAP 16

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Transcript CHAP 16

MANAGEMENT

RICHARD L. DAFT

CHAPTER 16

Leadership

chapter

Learning Outcomes

• Define

leadership

and explain its importance for organizations.

• Describe how

leadership is changing

in today’s organizations.

• 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 Hershey and Blanchard's

situational theory

subordinate participation.

and its application to • 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.

• Identify sources of

leader power

others.

and the tactics leaders use to influence • Explain

servant leadership

contemporary organizations.

and

moral leadership

chapter

14 What’s Your Personal Style?

• Some of the most

attitudes

and

behaviors

in an organization are those of its leaders • There are many variations to leadership • Ideas about leadership change over time • Leadership depends on organization and situation • Leadership is one of the most widely researched and discussed topics Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

chapter

The Nature of Leadership

• • An organization is only as good as its leadership There are three key variables to leadership: 1. People 2. Influence 3. Goals 5 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

chapter

14 Contemporary Leadership

Leadership evolves with time…

Level 5 Leadership – Defined in book

Good to Great

– Complete lack of ego – Focus on organization & results Interactive Leadership – Minimizing personal ambition and developing others – Favors consensual and collaborative processes – Grew from observation of male vs. female leaders Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

chapter

14 From Management to Leadership  Good management is essential  Leadership is required  Distinct qualities

Leadership cannot replace management, it should be in addition to management

chapter

14 Behavioral Approaches to Leadership • • •

Ohio State Studies

– Consideration: people-oriented behavior – Initiating structure: task-behavior that directs work activities

Michigan Studies

– Employee-centered leaders: focused on subordinates human needs – Job-centered leaders: meeting schedules, keeping costs low and achieving productivity

The Leadership Grid

chapter

The Leadership Grid

chapter

Contingency Approaches

Hersey and Blanchard’s Situational Theory

– Characteristics of followers and determining appropriate leadership behavior – Adopt one of four leadership styles

Fiedler’s Contingency Theory

– Apply leader’s style to organizational situation – Is situation favorable on unfavorable to the leader’s style 12 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

chapter

Charismatic Leadership

• Leadership can

inspire and motivate people

• Charismatic Leaders  Lofty visions  Ability to understand and empathize  Empowering and trusting subordinates • Charismatic leaders are less predictable and create an environment of change 16 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

chapter

14 Transformational vs. Transactional Leadership • Transformational leaders drive innovation and change – Recognize needs of followers – Inspire others to believe in themselves • Different than transactional leadership – Initiate structure, provide rewards – Excel in management functions •

Transformational leaders have positive impact on followers

chapter

14  Leaders can develop understanding of followers  Good followers have leadership traits  Effective followers are independent, critical thinkers Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

Followership

chapter

Power

• Position Power – – –

Legitimate Power:

formal position

Reward Power:

authority to reward others

Coercive Power:

authority to punish or recommend • Personal Power

Power and influence are not the same.

– –

Expert Power:

knowledge and skills

Referent Power:

personal characteristics • Other Source of Power – – –

Personal Effort:

initiative

Network of Relationships:

cultivated people resources

Information:

chapter

14 Interpersonal Influence Tactics  Use rational persuasion  Make people like you  Rely on the rule of reciprocity  Develop allies  Ask for what you want  Make use of higher authority  Reward the behaviors you want Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

chapter

Leadership as Servant

– Leaders who transcend self-interest to serve others in the organization – Servant leaders give away their power, information, ideas, recognition – Business is about values, not just economic performance – Focus on right from wrong and choosing to do the right thing Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.