Management & Organization Behavior class Three different Discussions
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IPPTChap012.pptxLeadership
Chapter Twelve
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Learning Objectives
LO 1 Discuss what it means to be a leader
LO 2 Summarize what people want and what organizations need from their leaders
LO 3 Explain how a good vision helps you be a better leader
LO 4 Identify sources of power in organizations
LO 5 List personal traits and skills of effective leaders
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Learning Objectives (cont.)
LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them
LO 7 Distinguish between charismatic and transformational leaders
LO 8 Describe types of opportunities to be a leader in an organization
LO 9 Discuss how to further your own leadership development
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Leadership
Leader
One who influences others to attain goals.
The greater the number of followers, the greater the influence
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Key Leadership Behaviors
Challenge the process
Inspire a shared vision
Enable others to act
Model the way
Encourage the heart
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Two perspectives—what people want and what organizations need—are
neatly combined in a set of five key behaviors identified by James Kouzes and Barry
Posner, two well–known authors and consultants. 9 The best leaders
1. Challenge the process. They challenge conventional beliefs and practices, and
they create change.
2. Inspire a shared vision. They appeal to people’s values and motivate them to care
about an important mission.
3. Enable others to act. They give people access to information and give them the
power to perform to their full potential.
4. Model the way. They don’t just tell people what to do, they are living examples
of the ideals they believe in.
5. Encourage the heart. They show appreciation, provide rewards, and use various
approaches to motivate people in positive ways.
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Vision
Vision
A mental image of a possible and desirable future state of the organization.
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Leading and Managing
Supervisory leadership
Behavior that provides guidance, support, and corrective feedback for day-to-day activities.
Strategic leadership
Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future.
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Question
___________ is the ability to influence others.
Innovation
Charisma
Power
Clout
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The correct answer is c – power. See next slide.
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Power and Leadership
Power
The ability to influence others.
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Sources of Power
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The leader with legitimate power has the right, or the authority,
to tell others what to do;
The leader who has reward power influences others because she
controls valued rewards
The leader with referent power has personal characteristics that
appeal to others;
The leader with coercive power has control over punishments;
people comply to avoid those punishments
The leader who has expert power has certain expertise or knowledge;
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Legitimate
Reward
Expert
Referent
Coercive
Sources of Power
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Figure 12.1
Traditional Approaches to Understanding Leadership
Trait approach
A leadership perspective that attempts to determine the personal characteristics that great leaders share
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Useful Leadership Characteristics
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Drive
Leadership Motivation
Integrity
Self Confidence
Knowledge of the Business
Leader Behaviors
Behavioral approach
A leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit.
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Leader Behaviors
Task performance behaviors
Actions taken to ensure that the work group or organization reaches its goals.
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Group Maintenance
Group maintenance behaviors
Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group
Leader-Member Exchange (LMX) theory
Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.
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Questions Assessing Task Performance and Group Maintenance Leadership
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Table 12.1
Question
Which leadership philosophy is characterized by an absence of managerial decision making?
Autocratic
Democratic
Laissez-faire
Egalitarian
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The correct answer is c – laissez-faire. See slide 12-20
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Participation in Decision Making
Autocratic leadership
A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group
Democratic leadership
A form of leadership in which the leader solicits input from subordinates.
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Participation in Decision Making
Laissez-faire
leadership philosophy characterized by an absence of managerial decision making.
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Leadership Grid
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Figure 12.2
Situational Approaches to Leadership
Situational approach
Leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.
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The Vroom Model of Leadership
Vroom model
A situational model that focuses on the participative dimension of leadership.
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Figure 12.3
Situational Factors for Problem Analysis
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Table 12.2
Vroom’s Leader Decision Styles
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Table 12.3
Fiedler’s Contingency Model
Fiedler’s contingency model of leadership effectiveness
A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.
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Fiedler’s Analysis of Situations
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Figure 12.4
Fiedler’s Contingency Model
Task-motivated leadership
Leadership that places primary emphasis on completing a task.
Relationship-motivated leadership
Leadership that places primary emphasis on maintaining good interpersonal relationships.
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Hersey and Blanchard’s Situational Theory
Hersey and Blanchard’s situational theory
A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.
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Hersey and Blanchard’s Situational Theory
Job maturity
The level of the employee’s skills and technical knowledge relative to the task being performed.
Psychological maturity
An employee’s self-confidence and self-respect.
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Path-Goal Theory
Path-goal theory
A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.
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The Path-Goal Framework
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Figure 12.5
Substitutes for Leadership
Substitutes for leadership
Factors in the workplace that can exert the same influence on employees as leaders would provide.
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Contemporary Perspectives on Leadership
Charismatic leader
A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.
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Contemporary Perspectives on Leadership
Transformational leader
A leader who motivates people to transcend their personal interests for the good of the group.
Transactional leaders
Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.
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Contemporary Perspectives on Leadership
Level 5 leadership
A combination of strong professional will (determination) and humility that builds enduring greatness.
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Authenticity
Authentic leadership
A style in which the leader is true to himself or herself while leading
Pseudo-transformational leaders
Leaders who talk about positive change but allow their self-interest to take precedence over followers’ needs
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Opportunities for Leaders
Servant-leader
A leader who serves others’ needs while strengthening the organization.
Intergroup leader
A leader who leads collaborative performance between different groups or organizations
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Opportunities for Leaders
Shared leadership
Rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.
Lateral leadership
Style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving.
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Video: Are U.S. CEO’s worth their salaries?
What accounts for these differences in the wide range of compensation paid to CEOs in Europe, the United Kingdom, and the United States?
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