Leadership Week 11 The Nature of Leadership Leaders

Leadership Week 11

The Nature of Leadership • Leaders make a difference, they are key to organizational success • People, influence, and goals – Relationship with people is not passive – Leadership is reciprocal among people – Leadership is the ability to influence people toward the attainment of goals Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Contemporary Leadership • Leadership evolves with the needs of the organization • Leadership has evolved with technology, economic, labor, social and cultural changes • Must respond to the turbulence and uncertainty of the environment – Ethical and economic difficulties as well as globalization Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Level 5 Leadership Level 5 leadership refers to the highest level in a hierarchy of manager capabilities – Lack of ego (humility) – Fierce resolve to do what is best (will) – Give credit to other people – Ambitious for the company Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Level 5 Hierarchy Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Servant Leadership • Transcend self-interest for the good of the organization • Leadership is not about YOU • Workers should be developed • Servant leaders give away power, ideas, information, recognition, credit for accomplishments, even money Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Authentic Leadership ü ü ü Leaders who know themselves Consistent with higher order ethical values Empower and inspire others Open and authentic Inspire trust and authenticity Encourage collaboration and help others grow Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Components of Authentic Leadership Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Gender Differences ü Derived from studies of women leaders ü Minimizing personal ambition ü Developing others ü Consensual and collaborative; interactive leadership ü Influence derived from relationships Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Gender Differences in Leadership Behaviors Source: Data from Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc. , Advanced Teamware Inc. , as reported in Rochelle Sharpe, “As Leaders, Women Rule, ” Business. Week (November 20, 2000): 75 -84. Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

From Management to Leadership Ø Good management is essential to organizations Ø But, good managers must be leaders Ø Management promotes stability, order, and problem solving Ø Leadership motivates toward changing challenges Ø Leadership cannot replace management, there should be a balance of both Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Leader and Manager Qualities Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Leadership Traits • Early research on leadership focused on traits • Interest in examining leadership traits has reemerged • Some traits that are considered positive can have negative consequences • The best leaders understand their traits and hone their strengths Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Personal Characteristics of Leaders Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Behavioral Approaches • Research beyond leadership traits, defined two leadership behaviors: – Task-oriented behavior – People-oriented behavior • Ohio State studies identified two major behaviors: – Consideration; people oriented – Initiating structure; task behavior • Michigan Studies compared behavior – Employee-centered leaders (most effective) – Job-centered leaders (not effective) Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Contingency Approaches • How do situations influence a leader’s effectiveness? – Hersey and Blanchard (situational) – Leadership Model (Fiedler) – Substitutes for leadership concept Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

The Situational Model of Leadership • Extension of behavioral theories • Focus on characteristics of followers • Seek appropriate leadership behavior • Leadership is based on relationship with followers and readiness level of followers Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

The Situational Model of Leadership Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Fiedler’s Contingency Theory • Leader’s style is task oriented or relationship oriented – Relatively fixed • Goal is to match the leader’s style with organizational situation • Analyze the leaders’ style to the favorability of the situation Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Substitutes for Leadership ü There are situations where leader style is unimportant ü There are situations and variables that can substitute or neutralize leadership characteristics Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

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, “ a fire that ignites followers” – Ability to understand empathize – Empowering and trusting subordinates • Visionary leaders speak to the hearts of employees to be a part of something big Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Transformational versus Transactional Leadership Transactional Transformational – Clarify tasks – Initiate structure – Provide awards – Improve productivity – Hardworking – Tolerant & fair-minded – Focus on management – Innovative – Recognize followers’ needs – Inspire followers – Create a better future – Promote significant change Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Followership • Organizations do not exist without followers • Leaders must understand their followers – Alienated follower – Conformist – Pragmatic survivor – Passive follower – Effective follower • Is the follower active or passive? Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Styles of Followership Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Power and Influence • Position Power – Legitimate Power – Reward Power – Coercive Power • Personal Power – Expert Power – Referent Power Both leaders and followers use power to get things done • Other Sources of Power – Personal Effort – Network of Relationships – Information Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Seven Interpersonal Influence Tactics for Leaders Copyright © 2013 by South-Western, a division of Cengage Learning. All rights reserved.