Transcript Document 7924823
Chapter 14
Leadership Dr. Ellen A. Drost
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What Is Leadership?
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Objectives: explain what leadership is. describe who leaders are and what effective leaders do.
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Theories of Leadership Traits Behavior Situational Approaches Strategic Leadership
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Leadership
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Differences between Leaders and Managers
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Leaders versus Managers
MANAGERS Do things right Status quo Short-term Means Builders Problem solving LEADERS Do the right thing Change Long-term Ends Architects Inspiring & motivating
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Leaders versus Managers
American organizations (and probably those in much of the rest of the industrialized world) are under led and over managed. They do not pay enough attention to doing the right thing, while they pay too much attention to doing things right.
--Warren Bennis
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Who Leaders Are and What Leaders Do
Leadership Traits Leadership Behavior
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Leadership Traits
Desire to Lead
Drive
Knowledge of the Business
Cognitive Ability
Emotional Stability
Self-Confidence
Honesty and Integrity
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Leadership Behaviors
Initiating Structure or Task-Related Behavior The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks.
Consideration or Relationship-Related Behavior The extent to which a leader is friendly, approachable, and supportive and shows concern for employees.
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Situational Approaches to Leadership
All situational approaches to leadership assume that the effectiveness of any leadership style, the way a leader generally behaves toward followers, depends on the situation
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Path-Goal Theory
Path-Goal Theory A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.
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Basic Assumptions of Path-Goal Theory
Clarify paths to goals Clear paths to goals by solving problems and removing roadblocks Increase the number and kinds of rewards available for goal attainment Do things that satisfy followers today or will lead to future rewards or satisfaction Offer followers something unique and Valuable beyond what they’re experiencing
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Path-Goal Theory
Subordinate Contingencies
•Perceived Ability •Locus of Control •Experience
Leadership Styles
•Directive •Supportive •Participative •Achievement-Oriented
Outcomes
•Subordinate satisfaction •Subordinate performance
Environmental Contingencies
•Task Structure •Formal Authority System •Primary Work Group 12
Adapting Leader Behavior: Path-Goal Theory
Leadership Styles Subordinate and Environmental Contingencies Outcomes
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Leadership Styles
• • • •
Directive
– clarifying expectations and guidelines
Supportive
– being friendly and approachable
Participative
– allowing input on decisions
Achievement-Oriented
– setting challenging goals 14
Path Goal Theory: Leadership Styles
Directive Leadership Unstructured tasks Inexperienced workers Workers with low perceived ability Workers with external locus of control Unclear formal authority system Participative Leadership
Experienced workers Workers with high perceived ability
Workers with internal locus of
control Workers not satisfied with
rewards Complex tasks Supportive Leadership
Structured, simple, repetitive
tasks Stressful, frustrating tasks When workers lack confidence Clear formal authority system Achievement-Oriented Leadership
Unchallenging tasks
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Visionary Leadership
Charismatic Leadership Transformational Leadership
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Charismatic Leadership
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Creates an exceptionally strong relationship between leader and follower Charismatic leaders:
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articulate a clear vision, based on values
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model values consistently with vision
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communicate high performance expectations
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display confidence in followers’ abilities
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Kinds of Charismatic Leaders
Ethical Charismatics
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provide developmental opportunities
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open to positive and negative feedback
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recognize others’ contributions share information concerned with the interests of the group Unethical Charismatics
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control and manipulate followers
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do what is best for themselves only want positive feedback motivated by self-interest
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Ethical and Unethical Charismatic Leaders
Charismatic Behaviors Unethical Charismatics Exercising Power Creating the vision Communicating with followers Accepting feedback Stimulating followers Developing followers Living by moral standards Power is used to dominate others Vision comes solely from the leader One-way communication, not open to input from others Prefer yes-men, punish candid feedback Don’t want followers to think, prefer uncritical acceptance of own ideas Insensitive to followers’ needs Follow standards only if they satisfy immediate self interests
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Reducing Risks of Unethical Charismatics
1. Have a clearly written code of conduct 2. Recruit, select, and promote managers with high ethical standards 3. Train leaders how to value, seek, and used diverse points of view 4. Celebrate and reward those who exhibit ethical behaviors
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Transformational Leadership
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Generates awareness and acceptance of group’s purpose and mission Gets followers to accomplish more than they intended or thought possible
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Components of Transformational Leadership 1. Charisma or idealized influence 2. Inspirational motivation 3. Intellectual stimulation 4. Individualized consideration
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Leaders Need Peer Support, Just Like Their Employees CEOs say it’s tough to get advice they can trust:
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consultants are too vague and interested in their contracts
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lower-level executives are too deferential Some CEOs are starting to form peer groups to share advice and provide a sounding board for each other.
As long as participants adhere to the SEC’s regulations, members can bring all kinds of issues before the group – and do.
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Source: P. Dvorak, “Do-It-Yourself Consulting: CEOs Gather to Swap Tips,” Wall Street Journal, 26 July 2007, A1.