Chapter 15 Leadership 2016 Cengage Learning All Rights

Chapter 15 Leadership © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Nature of Leadership v Many styles of leadership can be effective v People, influence, and goals v. Leadership is the ability to influence people toward the attainment of goals v. Reciprocal, occurring among people v. A “people” activity, different than administration and problem solving © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2

Contemporary Leadership v Leadership evolves as the needs of the organization change v Leadership has evolved with technology, economic, labor, social, and cultural changes v Responding to the turbulence and uncertainty of the environment © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3

Contemporary Leadership v Four approaches for today’s turbulent times: v. Level 5 leadership v. Servant leadership v. Authentic leadership v. Interactive leadership (gender differences) © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4

Level 5 Leadership Highest level in a hierarchy of manager capabilities v Lack of ego (humility) v Fierce resolve to do what is best for organization v Shy and self-effacing v Credit other people © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5

15. 1 Level 5 Hierarchy © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6

Servant Leadership v Work exists for the development of the worker v Servant leaders transcend self-interest to serve others v Servant leaders give away power, ideas, information, recognition, credit, and money © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7

Authentic Leadership v Leaders who know and understand themselves v Espouse and act with higher order ethical values v Staying true to one’s values and beliefs v Inspire trust and commitment v Respect diverse viewpoints © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8

Authentic Leadership v Encourage collaboration v Help others learn, grow, and develop as leaders © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9

15. 2 Components of Authentic Leadership © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10

Gender Differences Associated with Level 5 leaders and female leaders v Interactive leadership means that the leader favors a consensual and collaborative process v v. Influence derives from relationships rather than position power and formal authority © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11

15. 3 - Gender Differences in Leadership Behaviors © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12

From Management to Leadership v Good management is essential to organizations v However, good managers must be leaders v Management promotes stability and order within the existing organizational structure © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13

From Management to Leadership v Leadership motivates toward vision and change v Leadership cannot replace management, there should be a balance of both © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14

15. 4 Leader and Manager Qualities © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15

Leadership Traits v Early research on leadership focused on traits v Traits – distinguishing personal characteristics of a leader v. Intelligence, honesty, self-confidence and appearance v Great Man Approach to leadership v Traits are reemerging as a leadership interest © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16

Leadership Traits v Effective leaders possess varied traits and combine these with their strengths v Strengths – natural talents and abilities that have been supported and reinforced with learned knowledge and skills v. Provides individual with best tools for accomplishment and satisfaction © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17

15. 5 Personal Characteristics of Leaders © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18

Behavioral Approaches v Research beyond leadership traits v Defined two leadership behaviors: v. Task-oriented behavior v. People-oriented behavior v Foundation of important leadership studies © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19

Ohio State Studies Identified two major behaviors: v. Consideration; people oriented v. Mindful of subordinates v. Respects ideas and feelings v. Establishes mutual trust v. Initiating structure; task behavior v. Task oriented v. Directs work activities toward goals © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20

Michigan Studies Compared the behavior of effective and ineffective supervisors v. Employee-centered leaders (most effective) v. Establish high performance goals v. Display supportive behavior v. Job-centered leaders (not effective) v. Less concerned with goal achievement/human needs v. Focus on meeting schedules, cost-management, and efficiency © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21

15. 6 The Leadership Grid © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22

Contingency Approaches How do situations influence leader effectiveness? v Situational model of leadership v Leadership model (Fiedler) v Substitutes for leadership concept © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23

Situational Theory of Leadership v Extension of behavioral theories v Focus on characteristics of followers v Seek appropriate leadership behavior v Subordinates vary in readiness determined by: v. Degree of willingness and ability a subordinate demonstrates while performing a task © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24

15. 7 The Situational Model of Leadership © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25

Fiedler’s Contingency Theory v Leader’s style is task oriented or relationship oriented v. Relatively fixed leadership style difficult to change v Goal is to match the leader’s style with organizational situation v Analyze the leader’s style to the favorability of the situation © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26

15. 8 How Leader Style Fits the Situation © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27

Substitutes for Leadership v There are situations where leader style is unimportant v There are situations and variables that can substitute or neutralize leadership characteristics © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28

15. 9 Substitutes and Neutralizers for Leadership © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 29

Charismatic and Transformational Leadership v Charismatic leaders are skilled in the art of visionary leadership v. Vision is an attractive, ideal future v Inspire and motivate people to do more v. A lofty vision v. Ability to understand empathize v. Empowering and trusting subordinates v Visionary leaders speak to the hearts of employees to be a part of something big © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 30

Transformational versus Transactional Leadership Transactional • • • Clarify tasks Initiate structure Provide awards Improve productivity Hard working Tolerant and fair minded • Focus on management Transformational • Innovative • Recognize follower needs • Inspire followers • Create a better future • Promote significant change © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 31

Followership Organization does not exist without followers v Understand followers: critical thinking versus dependent uncritical thinking v v. Alienated follower v. Passive follower v. Conformist v. Pragmatic survivor v. Effective follower © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 32

15. 10 Styles of Followership © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 33

Power and Influence v Position Power v. Legitimate power v. Reward power v. Coercive power v Personal Power v. Expert power v. Referent power Both leaders and followers use power to get things done © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 34

Power and Influence v Other sources of power v. Personal effort v. Network of relationships v. Information © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 35

15. 11 Six Interpersonal Influence Tactics for Leaders © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 36