Transcript Slide 1

Chapter 15
Leadership
Three Styles of Leadership:
Lewin Model (1939)
• Autocratic = authoritarian
– Dictates what to do; Never listens to staff;
• Democratic = participative
• Autonomy = delegative, Free Rein, laissez-faire
• When there is less friction b/w management &
labor in terms of leadership perception, there is
more productivity!
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Leadership Styles
vs. Knowledge & Skills
• DQ: Discuss where each type is most appropriate.
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EQ = Emotional Intelligence
• The Higher EQ, The more People person
• The Higher EQ, the better leadership (=
democratic)
• DQ: Discuss why EQ matters in
leadership/management.
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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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
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Influence vs. Power
• Power = threat, ugly (naked power) = mobster, dictator
• Influence (democratic leader):
– Being just there to make other people work harder
– Setting an example, role model
– Motivating them
– Changing the org culture
– Implementing good management (Planning, Organizing,
Leadership, Controlling)
– Good communication skills (good speech)
• DQ: Discuss differences b/w Power and Influence from the
leadership perspective.
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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
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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
• Leaders who Know and understand themselves
• Espouse and act consistently with higher-order
ethical values
• Empower and inspire others with their openness
and authenticity
• Inspire trust & commitment
• Respect diverse viewpoints
• Encourage collaboration
• Help others learn, grow, and develop as leaders
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Components of Authentic Leadership
Interactive Leadership
Derived from studies of female leaders (gender
differences)
Consistent with Level 5 Leadership
Leader who favors a consensual and
collaborative process
Influence derived from relationships, rather
than position power & formal authority
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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 within the existing
organizational structure, 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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Leader vs. 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
• Strengths - natural talents and abilities that have been
supported and reinforced with learned knowledge and
skills
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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
• Subordinates vary in readiness determined by degree of willingness
and ability
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The Situational Model of Leadership
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 person 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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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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6 Interpersonal Influence Tactics for Leaders
Review Questions
• 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.
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Review Questions (continued)
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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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