Transcript Hitt/Black/Porter: Management 1st ed.

What is Leadership?
Organizational Leadership
• An interpersonal process that involves
attempts to influence other people in
attaining organizational goals
Leadership behavior:
• Can be shown by anyone
• Is expected of most managers
• Is part of effective management
What is Leadership?
Effective leadership
• Influence that assists an organization to
meet its goals and perform successfully
Effective leaders:
• Enable people to accomplish more than if
there had been no such leadership
• Unlock other people’s potential
Leading and Managing: The Same or
Different?
• Managing ought to
involve most of the
activities thought of
as leading
• Organizations need
their managers to
incorporate
leadership roles into
their behavior
Leaders
Leaders
and
Managers
Managers
Adapted from Exhibit 9.1
Does Leadership Differ Across
National Cultures?
• Some leader attributes are universally
viewed as being either positive or negative
• Some leader attributes are viewed as
positive or negative depending on the
culture
• No best way to lead
• Must take into account the characteristics of
the leader, followers, and situation
Adapted from Exhibit 9.2
Leadership and Power
Power
• The capacity or ability to influence
Power can:
• Lead to greater capacity to influence
• Be used to overcome resistance
• Be abused and lead to undesirable
consequences
• Produce positive outcomes if used skillfully
Types of Power
Legitimate—How much authority does the
organization give to your position?
Position
Power
Reward—Are you able to give others the
rewards they want?
Coercive—Are you able to punish others or
withhold rewards?
Personal
Power
Expert—Do you have knowledge that others
need?
Referent—Do others respect you and want to
be like you?
Adapted from Exhibit 9.3
Four Key Issues in Using Power
How much power should
be used?
Should power
be shared?
Which types of power
should be used?
How can power
be put to use?
The Leadership Process and the
Locus of Leadership
Three leadership
variables:
• The leader
• The situation
• The followers
Leader
Situation
Followers
Locus of leadership:
• Where the three
variables intersect
Locus of
Leadership
Traits of Effective Leadership
Emotional maturity
Even tempered, calm under
stress, unself-centered,
nondefensive
Drive
Achievement, ambition,
energy, tenacity, initiative
Motivation to Lead
Desire to influence
others, comfortable
using power
Leader
Honesty and Integrity
Trustworthy, open,
forthright
Self-confidence
Set high goals for self and others, optimistic about overcoming obstacles
(if taken to extreme, can lead to arrogance and sense of infallibility)
Adapted from Exhibit 9.7
Charismatic Leadership
Charismatic leadership
• Is a strong form of referent power
• Is based on individual inspirational qualities
rather than formal power
• Generates followers who identify with charismatic
leaders because of these exceptional qualities
• Is rare; very few people are considered truly
“charismatic”
Leaders’ Skills
TECHNICAL SKILLS
Specialized knowledge
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical
abilities
EMOTIONAL INTELLIGENCE
Self-awareness, self-regulation, motivation,
empathy and social skill
SOCIAL INTELLIGENCE
Ability to “read” other people
Adapted from Exhibit 9.9
Leaders’ Behaviors
Two fundamental types of leader behaviors
Task Behaviors
• Specifies roles and
tasks
• Schedules work
• Sets performance
standards
• Develops procedures
People Behaviors
• Is friendly and supportive
• Shows trust and
confidence in
subordinates
• Shows concern for
subordinates’ welfare
• Gives recognition to
subordinates for
accomplishments
Leadership Approaches Based on
Leader’s Behavior
BLAKE & MOUTON: MANAGERIAL GRID
Best managers are both task- and people-oriented
TRANSFORMATIONAL LEADERSHIP
Leaders who inspire followers to make major changes or to achieve
at very high levels
TRANSACTIONAL LEADERSHIP
Emphasizes the exchange of rewards for followers’ compliance
Managerial Grid
– High in both
– Low in both
– In the middle on both
– High in one, low in the
other
Concern for People
High
• Focuses on two
leadership behaviors:
concern for people and
concern for results
• Leaders can be
Low
9
Good
Leaders
8
7
6
Mediocre
Leaders
5
4
3
2
1
Poor
Leaders
1
Low
2
3
4
5
6
7
8
Concern for Results
9
High
Transformational Leadership
Transformational leaders
• Empower and coach followers
• Motivate followers to:
– Ignore self-interest
– Work for the larger good of the organization
– Achieve significant accomplishments
– Make major changes
Transactional Leadership
Transactional leadership
• Is more passive
• Emphasizes exchange or rewards or
benefits for compliance with leader’s
requests
• Appeals to followers’ self-interests to
motivate their performance
• Routine changes
The Leadership Process and
Followers’ Behaviors
Important points about followers:
• They can impact a leader’s success
• They can affect the leader’s style and success
• They may be as informed as leaders and may
share power with them
• Usually have lower formal authority
• Leaders are usually followers of someone else
• They have implicit leadership theories
Leadership Approaches Based on
Follower’s Behavior
HERSEY AND BLANCHARD: SITUATIONAL LEADERSHIP MODEL
Focuses on followers’ “readiness” to engage in learning new tasks
LEADER-MEMBER EXCHANGE (LMX) THEORY
Focuses on types of relationships between a leader and a follower
Situational Leadership Model
• Leadership behaviors depend on “readiness”
of followers
– Ability in a new task
– Willingness to undertake the new task
• Leadership behaviors
– Supportiveness (people orientation)
– Directiveness (task orientation)
Leader-Member Exchange
Theory
• Quality of the leader-member relationship
can influence behavior of subordinates
• Leader should build a strong, mutually
beneficial relationship
• Relationship goes through stages:
– Stranger
– Acquaintance
– Maturity
Leader-Member Relationships
Relationship
stage
Relationship
Characteristics
Stranger
Acquaintance
Maturity
Relationshipbuilding phase
RoleFinding
RoleMaking
RoleImplementation
Quality of leadermember exchange
Low
Medium
High
Amounts of
reciprocal Influence
None
Limited
Almost
Unlimited
Focus of interest
Self
Team
Time
The Situation
Situational variables affecting leadership are:
• Tasks to be performed
– If task changes, leadership style changes
– Unstructured task done by experts  supportive
leadership
– Structured task done by inexperienced people 
directive leadership
• Organizational context
– Immediate work group + larger organization
– Organizational culture influences leadership style
• Also strategy, structure, HR practices, controls
Leadership Approaches Based on
Situation
FIEDLER: CONTINTENCY LEADERSHIP MODEL
Focuses on type of leader and the degree of favorability of the situation
HOUSE: PATH-GOAL THEORY
Use leadership approach based on both subordinate skills and situation
Leadership Contingency Theory
Premise: Leadership effectiveness depends on
1) favorability of situation and 2) type of leader
FAVORABLE SITUATION
UNFAVORABLE SITUATION
• Good subordinate relationships
• Highly structured task
• High amount of position power
• Poor subordinate relationships
• Unstructured task
• Leader lacks position power
TASK-ORIENTED LEADERS
PEOPLE-ORIENTED LEADERS
Do best when the situation is either:
• Highly favorable, or
• Highly unfavorable
Do best when the situation is either:
• Moderately favorable, or
• Moderately unfavorable
Path-Goal Theory
• Leader’s job is to increase subordinate
satisfaction and effort
• Assumes that:
– One leadership approach will work better in
some task situations than others
– Leaders can modify their styles to suit the
situation
• Two basic leadership behaviors:
– Supportive
– Directive
Path-Goal Theory
IF
The task is:
Frustrating, boring, stressful,
structured, and routine
AND
Subordinates are:
Highly experienced and
competent
Supportive
Leadership Style
(Person oriented)
Goal
(i.e., increased
performance)
IF
The task is:
Interesting but ambiguous,
nonstressful, unstructured,
varied
AND
Directive
Leadership Style
(Task oriented)
Subordinates are:
inexperienced
Adapted from Exhibit 9.14
Substitutes for Leadership
Professional
Orientation
Ability,
Experience,
Training
Direct Feedback
from Task
Substitutes
for Leadership
Cohesive work
group
Intrinsically
Satisfying Task
Advisory or
Staff Support