3MCS
Titi
Leadership.pptLeadership
Management 501
Leadership
Leadership: the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals.
Personal Leadership Style: the ways leaders choose to influence others
Leadership involves the exercise of power
Sources of Power
Reward
Power
Legitimate
Power
Coercive
Power
Expert
Power
Referent
Power
Enable managers to be
leaders & influence
subordinates to
achieve goals
Sources of Power
- Used to affect other’s behavior and get them to act in given ways.
Legitimate Power: manager’s authority resulting by their management position in the firm.
Reward Power: based on the manager’s ability to give or withhold rewards.
Sources of Power
Coercive Power: based in ability to punish others.
Expert Power: based on special skills of leader.
Referent Power: results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration.
Empowerment
- Process of giving workers at all levels authority to make decisions and the responsibility for their outcomes. Empowerment helps managers:
Get workers involved in the decisions.
Increase worker commitment and motivation.
To focus on other issues.
- Effective managers usually empower substantial authority to workers.
Leadership Models
Trait Model: sought to identify personal characteristics responsible for effective leadership.
Behavioral Model: Identifies types of behavior.
Consideration: leaders show care toward workers.
Initiating Structure: managers take steps to make sure work is done.
Contingency Models
Fiedler’s Model: effective leadership is contingent on both the characteristics of the leader and the situation.
Leader style: the enduring, characteristic approach to leadership a manager uses.
Relationship-oriented: concerned with developing good relations with workers.
Task-oriented: concerned that workers perform so the job gets done.
Fiedler’s Model
Situation characteristics: how favorable a given situation is for leading to occur.
Leader-member relations: determines how much workers like and trust their leader.
Task structure: extent to which workers tasks are clear-cut.
Position Power: amount of legitimate, reward, & coercive power a leader has due to their position.
Using Fiedler’s Model
Can combine leader-member relations, task structure, and position power to identify leadership situations.
Leader style is a characteristic managers cannot change. Thus, managers will be most effective when:
1) They are placed in leadership situations that suit their style.
2) The situation can be changed to fit the manager.
The “Path-Goal” Model
Model suggests that effective leaders motivate workers to achieve by:
1) Clearly identifying the outcomes workers are trying to achieve.
2) Reward workers for high-performance and attainment.
3) Clarifying the paths to the attainment of the goals.
Path-Goal is a contingency model since it proposes the steps managers should take to motivate their workers.
Steps to Path-Goal
1) Determine the outcomes your subordinates are trying to obtain.
2) Reward subordinates for high-performance and goal attainment with the desired outcomes.
3) Clarify the paths to goal attainment for workers, remove obstacles to performance, and express confidence in worker’s ability.
Motivating with Path-goal
Path-goal identifies four behaviors leaders can use:
1) Directive behaviors: set goals, assign tasks, show how to do things.
2) Supportive behavior: look out for the worker’s best interest.
3) Participative behavior: give subordinates a say in matters that affect them.
4) Achievement-oriented behavior: Setting very challenging goals, believing in worker’s abilities.
Which behavior should be used depends on the worker and the tasks.
Leader-Substitute Model
Leadership substitute: acts in the place of a leader and makes leadership unnecessary. Possible substitutes can be found:
Characteristics of Subordinates
Characteristics of context
Worker empowerment or Self-managed work teams .
Managers need to be aware that they do not always need to directly exert influence over workers.
Transactional vs. Transformational Leadership
- Relatively new framework
- Stresses interactions of leader, subordinates
- Emphasizes degree of change sought and implemented
Transactional Leadership
- Involves managers using the reward and coercive power to encourage high performance.
- Managers who push subordinates to change but do not seem to change themselves are transactional.
- The transactional manager does not have the “vision” of the Transformational leader.
Transformational Leadership
Transformational managers:
Make subordinates aware of how important their jobs are by providing feedback to the worker.
Make subordinates aware of their own need for personal growth and development.
Motivate workers to work for the good of the organization, not just themselves.
Transformational Leaders
Transformational leaders are charismatic and have a vision of how good things can be.
Transformational leaders openly share information with workers.
Transformational leaders engage in development of workers.
Reference
- Eveland, J.D. (n.d.) Leadership. Trident University International.
