Transcript Slide 1

Chapter 8
Leadership
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-1
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter
• Managers Vs. Leaders
– Contrast leaders and managers
• Early Leadership Theories
– Discuss what research has shown about leadership
traits
– Contrast the findings of the four behavioural
leadership theories
– Explain the dual nature of a leader’s behaviour
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-2
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter
• Contingency Theories of Leadership
– Explain how Fiedler’s theory of leadership is a
contingency model
– Contrast situational leadership theory and the leader
participation model
– Discuss how path-goal theory explains leadership
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-3
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter
• Cutting-edge Approaches to Leadership
– Differentiate between transactional and
transformational leaders
– Describe charismatic-visionary leadership
– Discuss what team leadership involves
• Current Leadership Issues
– Describe the five sources of a leader’s power
– Discuss the issues today’s leaders face
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Exhibit 8.1 Distinguishing
Managership from Leadership
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Early Leadership Theories
• Trait Theories (1920s–30s)
– Research that focused on identifying personal
characteristics that differentiated leaders from
nonleaders was unsuccessful
– Later research on the leadership process
identified seven traits associated with successful
leadership:
• Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and
extraversion
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Exhibit 8.2 Seven Traits Associated
with Leadership
•
•
•
•
•
•
•
Drive
Desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job-relevant knowledge
Extraversion
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
Source: S.A. Kirkpatrick and E.A. Locke, “Leadership:
Do Traits Really Matter?” Academy of Management
Executive, May 1991, pp. 48-60; and T.A. Judge, J.E.
Bono, R. Ilies, and M. Werner, “Personality and
Leadership: A Qualitative and Quantitative Review,”
Journal of Applied Psychology, August 2002, pp. 765780.
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Behavioural Theories
• University of Iowa Studies (Kurt Lewin)
– Identified three leadership styles:
• Autocratic style: centralized authority, low participation
• Democratic style: involvement, high participation,
feedback
• Laissez-faire style: hands-off management
– Research findings: mixed results
• No specific style was consistently better for producing
better performance
• Employees were more satisfied under a democratic
leader than an autocratic leader
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-8
Behavioural Theories (cont’d)
• Ohio State Studies
– Identified two dimensions of leader behaviour
• Initiating structure: the role of the leader in defining his
or her role and the roles of group members
• Consideration: the leader’s mutual trust and respect for
group members’ ideas and feelings
– Research findings: mixed results
• High-high leaders generally, but not always, achieved
high group task performance and satisfaction
• Evidence indicated that situational factors appeared to
strongly influence leadership effectiveness
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-9
Behavioural Theories (cont’d)
• University of Michigan Studies
– Identified two dimensions of leader behaviour
• Employee oriented: emphasizing personal relationships
• Production oriented: emphasizing task accomplishment
– Research findings:
• Leaders who are employee oriented are strongly
associated with high group productivity and high job
satisfaction
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-10
Exhibit 8.3 Behavioural Theories
of Leadership
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-11
Behavioural Theories (cont’d)
• Managerial Grid
– Appraises leadership styles using two
dimensions:
• Concern for people
• Concern for production
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Exhibit 8.4
The
Managerial
Grid
Source: Reprinted by permission of
Harvard Business Review. An exhibit
from “Breakthrough in Organization
Development” by Robert R. Blake,
Jane S. Mouton, Louis B. Barnes,
and Larry E. Greiner, November–
December 1964, p. 136. Copyright ©
1964 by the President and Fellows of
Harvard College. All rights reserved.
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contingency Theories of Leadership
• The Fiedler Model
– Effective group performance depends upon the match
between the leader’s style of interacting with
followers and the degree to which the situation
allows the leader to control and influence
– Assumptions:
• Different situations require different leadership styles
• Leaders do not readily change leadership styles
– Matching the leader to the situation or changing the situation to
make it favourable to the leader is required
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contingency Theories… (cont’d)
• The Fiedler Model (cont’d)
– Least-preferred co-worker (LPC) questionnaire
• Determines leadership style by measuring responses to
18 pairs of contrasting adjectives
– High score: a relationship-oriented leadership style
– Low score: a task-oriented leadership style
– Situational factors in matching leader to the situation:
• Leader-member relations
• Task structure
• Position power
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Exhibit 8.5 Findings of the Fiedler
Model
Good
Task
Oriented
Relationship
Oriented
Poor
Situation Favourableness: Highly Favourable
Moderate
Highly Unfavourable
Category
Leader– Member
Relations
I
Good
II
Good
III
Good
IV
Good
V
Poor
VI
Poor
VII
Poor
VIII
Poor
Task Structure
Position Power
High
Strong
High
Weak
Low
Strong
Low
Weak
High
Strong
High
Weak
Low
Strong
Low
Weak
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contingency Theories… (cont’d)
• Hersey and Blanchard’s Situational Leadership
Theory (SLT)
– Successful leadership is achieved by selecting a
leadership style that matches the level of the
followers’ readiness
• Acceptance: do followers accept or reject a leader?
• Readiness: do followers have the ability and
willingness to accomplish a specific task?
– Leaders must give up control as followers
become more competent
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contingency Theories… (cont’d)
• Hersey and Blanchard’s Situational Leadership
Theory (SLT) (cont’d)
– Creates four specific leadership styles
incorporating Fiedler’s two leadership
dimensions:
•
•
•
•
Telling: high task–low relationship leadership
Selling: high task–high relationship leadership
Participating: low task–high relationship leadership
Delegating: low task–low relationship leadership
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contingency Theories… (cont’d)
• Hersey and Blanchard’s Situational Leadership
Theory (SLT) (cont’d)
– Identifies four stages of follower readiness:
•
•
•
•
R1: followers are unable and unwilling
R2: followers are unable but willing
R3: followers are able but unwilling
R4: followers are able and willing
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-19
Exhibit 8.6 Hersey and Blanchard’s
Situational Leadership Model
High relationship
and low task
High
High task and
high relationship
STYLE OF LEADER
S3 S2
S4
High
Moderate
Low
S1
Low
R4
R3
R2
R1
Able
and
willing
Able
and
unwilling
Unable
and
willing
Unable
and
unwilling
High
Task Behaviour
Low relationship
and low task
High task and
low relationship
Follower Readiness
Source: Reprinted with permission from the Center for Leadership
Studies. Situational Leadership® is a registered trademark of the Center
for Leadership Studies. Escondido, California. All rights reserved.
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contingency Theories… (cont’d)
• Leader Participation Model (Vroom and
Yetton)
– Leader behaviour must be adjusted to reflect the
task structure
– Suggests appropriate participation level in
decision making
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contingency Theories… (cont’d)
• Leader Participation Model Contingencies:
–
–
–
–
–
–
–
Decision significance
Importance of commitment
Leader expertise
Likelihood of commitment
Group support
Group expertise
Team competence
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contingency Theories… (cont’d)
• Path-Goal Model
– Leader’s job is to assist his or her followers in
achieving organizational goals
– Leader’s style depends on the situation:
•
•
•
•
Directive
Supportive
Participative
Achievement-oriented
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Exhibit 8.7 Path-Goal Theory
Environmental
Contingency Factors
• Task Structure
• Formal Authority System
• Work Group
Leader Behaviour
Outcomes
• Directive
• Supportive
• Participative
• Achievement Oriented
• Performance
• Satisfaction
Subordinate
Contingency Factors
• Locus of Control
• Experience
• Perceived Ability
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contemporary Approaches to
Leadership
• Transactional Leadership
– Leaders who guide or motivate their followers in
the direction of established goals by clarifying role
and task requirements
• Transformational Leadership
– Leaders who inspire followers to go beyond their
own self-interests for the good of the organization
– Leaders who have a profound and extraordinary
effect on their followers
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contemporary Approaches to
Leadership (cont’d)
• Charismatic Leadership
– An enthusiastic, self-confident leader whose
personality and actions influence people to
behave in certain ways
– Characteristics of charismatic leaders:
•
•
•
•
•
Have a vision
Are able to articulate the vision
Are willing to take risks to achieve the vision
Are sensitive to the environment and to follower needs
Exhibit behaviours that are out of the ordinary
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contemporary Approaches to
Leadership (cont’d)
• Charismatic Leadership (cont’d)
– Effects of Charismatic Leadership
• Increased motivation, greater satisfaction
• More profitable companies
• Charismatic leadership may have a downside:
– After recent ethics scandals, some agreement that CEOs
with less vision, and more ethical and corporate
responsibility, might be more desirable
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contemporary Approaches to
Leadership (cont’d)
• Visionary Leadership
– A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation
– Visionary leaders have the ability to:
• Explain the vision to others
• Express the vision not just verbally but through behaviour
• Extend or apply the vision to different leadership contexts
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Contemporary Approaches to
Leadership (cont’d)
• Team Leadership Characteristics
– Having patience to share information
– Being able to trust others and to give up authority
– Understanding when to intervene
• Team Leader’s Job
– Managing the team’s external boundary
– Facilitating the team process
• Coaching, facilitating, handling disciplinary problems,
reviewing team and individual performance, training, and
communicating
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Exhibit 8.8 Specific Team
Leadership Roles
Liaison with
External
Constituencies
Coach
Conflict
Manager
Team Leader
Roles
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
Troubleshooter
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Current Leadership Issues
• Managing Power
– Legitimate power
– Expert power
• The power a leader has as
a result of his or her
position
• The influence a leader can
exert as a result of his or
her expertise, skills, or
knowledge
– Coercive power
• The power a leader has to
punish or control
– Referent power
– Reward power
• The power to give positive
benefits or rewards
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
• The power of a leader that
arises because of a
person’s desirable
resources or admired
personal traits
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Developing Trust
• Credibility (of a Leader)
– The assessment, by a leader’s followers, of the
leader’s honesty, competence, and ability to inspire
• Trust
– The belief of followers and others in the integrity,
character, and ability of a leader
• Dimensions of trust: integrity, competence, consistency,
loyalty, and openness
– Trust is related to increases in job performance,
organizational citizenship behaviours, job
satisfaction, and organization commitment
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Tips for Managers:
Suggestions for Building Trust
•
•
•
•
•
•
•
•
Practise openness
Be fair
Speak your feelings
Tell the truth
Show consistency
Fulfill your promises
Maintain confidences
Demonstrate competence
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-33
Providing Moral Leadership
• Addresses both the moral content of a leader’s
goals and the means used to achieve those
goals
• Ethical leadership is more than being ethical
– Includes reinforcing ethics through
organizational mechanisms
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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Providing Online Leadership
• Challenges of Online Leadership
– Communication
• Choosing the right words, structure, tone, and style for
digital communications
– Performance management
• Defining, facilitating, and encouraging performance
– Trust
• Creating a culture where trust is expected, encouraged,
and required
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-35
Understanding Gender Differences
and Leadership
• Research Findings
– Males and females use different styles:
• Women tend to adopt a more democratic or participative
style unless in a male-dominated job
• Women tend to use transformational leadership
• Men tend to use transactional leadership
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
8-36
Exhibit 8.9 Where Female Managers
Do Better: A Scorecard
None of the five studies set out to find gender differences. They stumbled on them while
compiling and analyzing performance evaluations.
Skill (Each check mark denotes which group
scored higher on the respective studies)
MEN
WOMEN
Motivating Others
Fostering Communication
Producing High-Quality Work
Strategic Planning
Listening to Others
Analyzing Issues
*
*
*
* In one study, women’s and men’s scores in these categories were statistically even.
Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel
Decisions International Inc., Advanced Teamware Inc.
Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.
Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
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