Management

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MGMT8 | CH3

Leadership

What is leadership

Who are leaders?

What effective leaders actually
do.

Visionary leadership and
strategic leadership.

MGMT8 | CH3

Leaders Versus Managers

Leadership: Process of influencing others to achieve group or organizational goals

Leaders are concerned with doing the right thing.

Managers are concerned with doing things right.

Leaders focus on vision, mission, goals, and objectives

Managers focus on productivity and efficiency

MGMT8 | CH3

Management = Order and Consistency

Planning/Budgeting
Organizing/Staffing

Controlling/Problem Solving

MGMT8 | CH3

Management vs. Leadership
Adapted from: Leadership Theory and Practice (p.9),3rd ed. by Peter Northouse,2004, Sage Publications, Inc.

Management involves:

Planning/Budgeting
-resource allocation
-time tables

Organizing/Staffing
-provide structure
-establish rules/processes

Controlling/Problem
Solving
- develop incentives
- take corrective action

Leadership involves:

Establishing direction
-Create a vision
-Clarify big picture

Aligning people
-communicate goals
-seek commitment
-build teams and coalitions

Motivating/Inspiring
-energize subordinates
-empower subordinates

MGMT8 | CH3

Leadership Traits

Trait theory: Leadership theory stating that effective leaders possess a similar set of traits or characteristics

Traits: Relatively stable characteristics

Abilities

Psychological motives

Consistent patterns of behavior

MGMT8 | CH3

Fiedler’s Contingency Theory

Performance can be maximized by matching leaders to the situation that best fits their leadership style

Leadership style: Way a leader generally behaves toward followers

Relationship-oriented, task-oriented, and flexible

MGMT8 | CH3

Fiedler’s Contingency Theory

Situational favorableness

Degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members

Factors that determine the favorability of a situation

Leader-member relations

Task structure

Position power

MGMT8 | CH3

Path-Goal Theory

Leaders can increase subordinate satisfaction and performance by:

Clarifying and clearing the paths to goals

Increasing the number and kinds of rewards available for goal attainment

Leadership styles

Directive

Supportive

Participative

Achievement oriented

MGMT8 | CH3

Path-Goal Theory (cont.)

Subordinate contingencies:

Perceived ability

Experience

Locus of control

Environmental contingencies:

Task structure

Formal authority system

Primary work group

Outcomes: Improves subordinate satisfaction and performance

MGMT8 | CH3

Normative Decision Theory

Suggests how leaders can determine an appropriate amount of employee participation when making decisions

Specifies five different decision styles

Right degree of employee participation improves:

Quality of decisions

Extent to which employees accept and are committed to decisions.

MGMT8 | CH3

Exhibit

14.7 Normative Theory Decision Rules

Sources: Adapted from V. H. Vroom, “Leadership,” in Handbook of Industrial and Organizational Psychology, ed. M. D. Dunnette (Chicago: Rand McNally, 1976); V. H. Vroom and A. G. Jago, The New Leadership: Managing Participation in Organizations (Englewood Cliffs, NJ: Prentice Hall, 1988).

MGMT8 | CH3

Visionary Leadership

Creates a positive image of the future

Motivates organizational members

Provides direction for future planning and goal setting

Types

Charismatic leadership

Transactional leadership

Transformational leadership

MGMT8 | CH3

Charismatic Leadership

Behavioral tendencies and personal characteristics of leaders that:

Create an exceptionally strong relationship between them and their followers.