Analize
Leadership
Chapter 11
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Many styles of leadership can be effective
People, influence, and goals
Leadership is the ability to influence people toward the attainment of goals
Reciprocal, occurring among people
A “people” activity, different than administration and problem solving
2
The Nature of Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership evolves as the needs of the organization change
Leadership has evolved with technology, economic, labor, social, and cultural changes
Responding to the turbulence and uncertainty of the environment
3
Contemporary Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Four approaches for today’s turbulent times:
Level 5 leadership
Servant leadership
Authentic leadership
Interactive leadership (gender differences)
4
Contemporary Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Highest level in a hierarchy of manager capabilities
Lack of ego (humility)
Fierce resolve to do what is best for organization
Shy and self-effacing
Credit other people
5
Level 5 Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6
11.1 - Level 5 Hierarchy
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Work exists for the development of the worker
Servant leaders transcend self-interest to serve others
Servant leaders give away power, ideas, information, recognition, credit, and money
7
Servant Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leaders who know and understand themselves
Espouse and act with higher order ethical values
Staying true to one’s values and beliefs
Inspire trust and commitment
Respect diverse viewpoints
8
Authentic Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Encourage collaboration
Help others learn, grow, and develop as leaders
9
Authentic Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10
11.2 - Components of
Authentic Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Associated with Level 5 leaders and female leaders
Interactive leadership means that the leader favors a consensual and collaborative process
Influence derives from relationships rather than position power and formal authority
11
Gender Differences
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
11.3 - Gender Differences in
Leadership Behaviors
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Good management is essential to organizations
However, good managers must be leaders
Management promotes stability and order within the existing organizational structure
13
From Management to
Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership motivates toward vision and change
Leadership cannot replace management, there should be a balance of both
14
From Management to
Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15
11.4 - Leader and Manager
Qualities
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Early research on leadership focused on traits
Traits – distinguishing personal characteristics of a leader
Intelligence, honesty, self-confidence, and appearance
“Great man” approach to leadership
Traits are reemerging as a leadership interest
16
Leadership Traits
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Effective leaders possess varied traits and combine these with their strengths
Strengths – natural talents and abilities that have been supported and reinforced with learned knowledge and skills
Provides individual with best tools for accomplishment and satisfaction
17
Leadership Traits
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
18
11.5 - Personal Characteristics
of Leaders
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Research beyond leadership traits
Defined two leadership behaviors:
Task-oriented behavior
People-oriented behavior
Foundation of important leadership studies
19
Behavioral Approaches
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Identified two major behaviors:
Consideration; people oriented
Mindful of subordinates
Respects ideas and feelings
Establishes mutual trust
Initiating structure; task behavior
Task oriented
Directs work activities toward goals
20
Ohio State Studies
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Compared the behavior of effective and ineffective supervisors
Employee-centered leaders (most effective)
Establish high performance goals
Display supportive behavior
Job-centered leaders (not effective)
Less concerned with goal achievement/human needs
Focus on meeting schedules, cost-management, and efficiency
21
Michigan Studies
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
22
11.6 - The Leadership Grid Figure
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
How do situations influence leader effectiveness?
Situational model of leadership
Leadership model (Fiedler)
Substitutes-for-leadership concept
23
Contingency Approaches
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Extension of behavioral theories
Focus on characteristics of followers
Seek appropriate leadership behavior
Subordinates vary in readiness determined by:
Degree of willingness and ability a subordinate demonstrates while performing a task
24
Situational Theory of
Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
25
11.7 - Hersey and Blanchard’s
Situational Model of Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leader’s style is task oriented or relationship oriented
Relatively fixed leadership style difficult to change
Goal is to match the leader’s style with organizational situation
Analyze the leader’s style to the favorability of the situation
26
Fiedler’s Contingency Theory
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
27
11.8 - How Leader Style
Fits the Situation
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
28
There are situations in which leader style is unimportant
There are situations and variables that can substitute or neutralize leadership characteristics
Substitutes for Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
29
11.9 - Substitutes and
Neutralizers for Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
Ability to understand and empathize
Empowering and trusting subordinates
Visionary leaders speak to the hearts of employees to be a part of something big
30
Charismatic and
Transformational Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Transactional
Clarify tasks
Initiate structure
Provide awards
Improve productivity
Hard working
Tolerant and fair minded
Focus on management
31
Transformational versus
Transactional Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Transformational
Innovative
Recognize follower needs
Inspire followers
Create a better future
Promote significant change
32
Transformational versus
Transactional Leadership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Top Leader Qualities:
Honest
Competent
Forward-looking
Inspiring
Intelligent
33
Followership
Top Follower Qualities:
Honest
Competent
Dependable
Cooperative
Loyal
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
34
11.10 - Styles of
Followership
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Hard Position Power
Legitimate power
Reward power
Coercive power
Personal Soft Power
Expert power
Referent power
Both leaders and followers use power to get things done
35
Power and Influence
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Other sources of power
Personal effort
Network of relationships
Information
36
Power and Influence
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
37
11.11 - Six Interpersonal
Influence Tactics for Leaders
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.