Chapter 10 Leaders and Leadership Mc GrawHillIrwin Copyright
- Slides: 33
Chapter 10 Leaders and Leadership Mc. Graw-Hill/Irwin Copyright © 2013 by The Mc. Graw-Hill Companies, Inc. All rights reserved.
Learning Objectives • Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders • Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership 10 -2
Learning Objectives • Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations • Describe what transformational leadership is, and explain how managers can engage in it • Characterize the relationship between gender and leadership and explain how emotional intelligence may contribute to leadership effectiveness 10 -3
The Nature of Leadership • Leadership: Process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals • Leader: An individual who is able to exert influence over other people to help achieve group or organizational goals 10 -4
The Nature of Leadership • Personal leadership style • Specific ways in which a manager chooses to influence others • • Shapes the way that manager approaches the other tasks of management Challenge is for managers at all levels to develop an effective personal management style • Leaders look to the future, chart the course for the organization, and attract, retain, motivate, inspire, and develop relationships with employees 10 -5
The Nature of Leadership • Servant leaders: Have a strong desire to serve and work for the benefit of others • • Share power with followers Strive to ensure that followers’ most important needs are met 10 -6
Question What culture has the most effective leadership style? A. Japanese B. European C. United States D. Middle Eastern 10 -7
Leadership Styles Across Cultures • Leadership styles may vary among different countries or cultures • European managers tend to be more peopleoriented than American or Japanese managers • In Japan the prime emphasis is on a group rather that an individual • Organizations in the United States tend to be very profit-oriented and thus tend to downplay the importance of individuals • Cross-cultural difference occur in time horizons 10 -8
Figure 10. 1 - Sources of Managerial Power 10 -9
Question What type of power is the ability of a manager to give or withhold tangible and intangible rewards? A. Reward B. Coercive C. Expert D. Legitimate 10 -10
Power: The Key to Leadership • A key component of effective leadership is found in the power the leader has • Legitimate power: Authority that a manager has by virtue of his or her position in an organizational hierarchy • Reward power: Ability of a manager to give or withhold tangible and intangible rewards • • Effective managers use their reward power to show appreciation for subordinates’ good work and efforts Ineffective managers use rewards in a controlling manner 10 -11
Power: The Key to Leadership • Coercive power: Ability of a manager to punish others • Excessive use of coercive power seldom produces high performance and is questionable ethically • Expert power: Is based on special knowledge, skills, and expertise that a leader possesses • Expert power tends to be best used in a guiding or coaching manner 10 -12
Power: The Key to Leadership • Referent power: Comes from subordinates’ and coworkers’ respect for the personal characteristics of a leader which earns their loyalty and admiration • Managers can take steps to increase their referent power • Spending time to get to know their subordinates, showing concern for them 10 -13
Empowerment: An Ingredient in Modern Management • Empowerment: Expansion of employees’ knowledge, tasks, and decision making responsibilities • Empowerment contributes to effective leadership by: • • • Increasing a manager’s ability to get things done with the support and help of subordinates Increasing workers’ involvement, motivation, and commitment Enabling managers can spend less time on daily supervision activities 10 -14
Leadership Models • Trait model • Focuses on identifying personal characteristics that cause effective leadership • Identifies traits like the leader's skills, abilities, intelligence, knowledge, expertise, dominance, integrity and honesty • Some effective leaders do not possess all these traits, and some leaders who possess them are not effective in their leadership roles 10 -15
Question? Which leadership model identifies the two basic types of behavior that many leaders engaged in to influence their subordinates? A. Fiedler B. Path-goal C. Behavioral D. Trait 10 -16
The Behavior Model • Behavioral model: Identifies the two basic types of behavior that many leaders engage in to influence their subordinates—consideration and initiating structure • Consideration: Behavior indicating that a manager trusts, respects, and cares about subordinates • Initiating structure: Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective 10 -17
Contingency Models of Leadership • Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place • Effectiveness of a leader with certain traits is contingent on the situation or context in which he performs 10 -18
Contingency Models of Leadership • Fiedler’s model • Personal characteristics can influence leader effectiveness • Leader style is the manager’s characteristic approach to leadership • Identifies two basic leader styles: Relationshiporiented and task-oriented 10 -19
Contingency Models of Leadership Relationship-oriented style • Leaders concerned with developing good relations with their subordinates and to be liked by them Task-oriented style • Leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment 10 -20
Fiedler’s Model • Situation characteristics • • Leadership style is an enduring characteristic Three important situational characteristics determine how favorable a situation is for leading • Leader–member relations • Task structure • Position power 10 -21
Fiedler’s Model • Leader–member relations: Extent to which followers like, trust, and are loyal to their leader • Task structure: Extent to which workers tasks are clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it • Position power: Amount of legitimate, reward, and coercive power leaders have by virtue of their position 10 -22
Figure 10. 2 - Fiedler’s Contingency Theory of Leadership 10 -23
House’s Path-Goal Theory • A contingency model of leadership proposing the effective leaders can motivate subordinates by: • Clearly identifying the outcomes workers are trying to obtain from their jobs • Rewarding workers for high-performance and goal attainment with the outcomes they desire • Clarifying for subordinates the paths leading to the attainment of work goals 10 -24
House’s Path-Goal Theory • Directive behaviors include setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance • Supportive behaviors include expressing concern for subordinates and looking out for their best interests • Participative behaviors give subordinates a say in matters and decisions that affect them • Achievement-oriented behaviors motivate subordinates to perform at the highest level possible 10 -25
The Leader Substitutes Model • Leadership substitute: A characteristic of a subordinate or characteristic of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary • Characteristics of subordinates—such as their skills, abilities, experience, knowledge, and motivation • Characteristics of the situation or context —such as the extent to which the work is interesting and enjoyable 10 -26
Transformational Leadership • Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker • Makes subordinates aware of their own needs for personal growth and development • Motivates workers to work for the good of the organization, not just themselves 10 -27
Being a Charismatic Leader • Charismatic leader: Enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be • Their vision usually entails improvements in the organization’s structure, culture, strategy, decision making, and other critical processes 10 -28
Intellectual Stimulation • Behavior a leader engages in to make followers be aware of problems and view those problems in new ways, consistent with the leader’s vision 10 -29
Developmental Consideration • Behavior a leader engages in to support and encourage followers and help them develop and grow on the job 10 -30
Transactional Leadership • Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance • Many transformational leaders engage in transactional leadership • Reward subordinates for a job well done and notice and respond to substandard performance • When leaders engage in transformational leadership, their subordinates tend to have higher levels of job satisfaction and performance 10 -31
Gender and Leadership • The number of women managers is rising but is still relatively low in the top levels of management • Stereotypes suggest women are supportive and concerned with interpersonal relations while men are seen as task-focused • Key research outcomes • • Male and female managers do not differ significantly in their propensities to perform different leader behaviors Male and female managers tend to be equally effective as leaders 10 -32
Emotional Intelligence and Leadership • A leader’s level of emotional intelligence plays a particularly important role in leadership effectiveness • Emotional intelligence may enable leaders to: • • • Motivate their subordinates to commit to their vision Develop a significant identity for their organization and instill high levels of trust and cooperation throughout the organization Respond appropriately when they realize they have made a mistake 10 -33
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