Copyright 2012 Pearson Education Inc Publishing as Prentice
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice© 2012 Hall. Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 -
eleventh edition • Define leader and leadership • Compare and contrast early theories of leadership • Describe three major contingency theories of leadership • Describe contemporary views of leadership • Discuss contemporary issues affecting leadership Copyright © 2012 Pearson Education, Inc. Publishing as Prentice© 2012 Hall. Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 -
Who Are Leaders and What Is Leadership? • Leader - Someone who can influence others and who has managerial authority. • Leadership - What leaders do; the process of influencing a group to achieve goals. • Ideally, all managers should be leaders. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 3
Early Leadership Theories 1. Trait Theories • Research focused on identifying personal characteristics that differentiated leaders from non-leaders • Researchers studied appearance, social class, height, sociability etc. • Later research on the leadership process identified 8 traits associated with successful leadership • Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, extraversion & proneness to guilt. • Drawback: Traits alone do not determine who will be a good leader Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 4
Early Leadership Theories 2. Behavioral Theories (Behavior might be a better determinant of leadership) a. University of Iowa Studies: Identified 3 types of leadership styles: • Autocratic style: Leader who dictates work methods, makes unilateral decisions and limits employee participation • Democratic style: a leader who involves employees in decision making, delegate authority takes feedback from employees • Laissez faire style: hands-off approach, let majority decide what to do. • Research findings: No specific style consistently lead to better performance. Employees were more satisfied under a democratic leader. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 5
Behavioral Theories b. Ohio State Studies • Identified two dimensions of leadership behavior. • Initiating structure: the extent to which a leader defines individual role and the roles of group members in attaining goals. • Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings. • Research findings: A combination of High consideration/high structure leaders generally achieved high scores by employees. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 6
Behavioral Theories c. University of Michigan Studies: • Also identified 2 types of leadership behavior. • 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 7
Behavioral Theories d. The Managerial Grid: Places managerial styles in 5 categories according to a two-dimensional leadership behavior scale. • Impoverished management (low concern for production, low concern for people) • Task management (high concern for production, low concern for people) • Middle-of-the-road management (medium concern for production, medium concern for people) • Country club management (low concern for production, high concern for people) • Team management (high concern for production, high concern for people) Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 8
Contingency Theories of Leadership 1. The Fiedler Model • Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. • A certain leadership style should be most effective in different types of situations. • Define those leadership styles • Matching the leader to the situation • Result: Considerable evidence to support this model was found. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 9
Contingency Theories of Leadership 2. Hersey and Blanchard’s Situational Leadership Theory (SLT) • A leadership theory that also looks into follower readiness • Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness and acceptance. • 4 specific leadership styles • Telling: leader defines roles and tells people what to do • Selling: leader is both directive and supportive • Participating: leader and follower share decision making • Delegating: Leader provides little direction or support Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 10
Contingency Theories of Leadership 3. Path-Goal Model • States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or support to ensure that their goals are compatible with those of the organization • Depending on the situation, leaders assume different leadership styles at different times: 1. Directive leader 2. Supportive leader 3. Participative leader 4. Achievement oriented leader Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 11
Contingency Theories of Leadership The path-goal theory proposes two situational or contingency variables that influence the leadership behavior-outcome relationship. 1. Those in the environment that are outside the control of the follower 2. Those that are part of the personal characteristics of the follower Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 12
Exhibit 17 -4: Path-Goal Model Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 13
Contemporary Views of Leadership Latest theories on leadership behavior • 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 transcend their own self-interests for the good of the organization by clarifying role and task requirements. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 14
Contemporary Views of Leadership • Charismatic Leadership – A self-confident leader whose personality and actions influence people to behave in certain ways. • Visionary Leadership – A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 15
Managing Power – Legitimate power • The power a leader has as a result of his or her position. – Coercive power • The power a leader has to punish or control. – Reward power • The power to give positive benefits or rewards. – Expert power • The influence a leader can exert as a result of his or her expertise, skills, or knowledge. – Referent power • The power of a leader that arises because of a person’s desirable resources or admired personal traits. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 16
Empowering Employees • Empowerment – Increasing the decision-making discretion of workers such that teams can make key operating decisions in developing budgets, scheduling workloads, controlling inventories, and solving quality problems. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 17
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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 17 - 18
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