Principle of management essay

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Leadership Theories and Trends

Key Definitions Leadership ◦ The process by which a person exerts influence over

others and inspires, motivates and directs their activities to achieve group or organizational goals

Leader ◦ An individual who is able to exert influence over other

people to help achieve group or organizational goals

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Leaders Versus Managers Distinction between managers and leaders

•Managers establish and implement procedures to ensure smooth functioning

•Leaders look to the future and chart the course for the organization

Born or Made?

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Trait models of Leadership • Focused on identifying personal characteristics that

cause effective leadership

• Certain individuals have special innate characteristics or qualities that differentiate them from non-leaders.

◦ Resides in select people ◦ Restricted to those with inborn talent

Draw an ideal national leader

Research on the Trait models of Leadership

Draw a typical citizen

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Research on the Trait models of Leadership

Draw a meeting between the leader and the citizen

Research on the Trait models of Leadership

Draw a meeting between the leader and the citizen

leadercitizen

Participants drew taller leader 67% of

the time

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What do we look for in a leader?

Do we prefer tall leaders? (Murray & Schmidt, 2011) - Majority of candidates are taller than the average citizen - The taller candidate is elected 67% of the time - Draw: ideal national leader, typical citizen, meeting

Link

Trait models of Leadership

Traits and Personal Characteristics Related to Effective Leadership

Researchers now focus on Personality traits, not physical traits

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The “Dark Side” Traits of Leadership

Trait theory is focused on the positives, but there are “dark side” traits of leaders:

1. Narcissism: A personality trait that is characterized by arrogance, self- absorption, entitlement, and hostility.

2. Machiavellianism: A personality trait characterized by cunning, manipulation, and the use of any means necessary to achieve one's political ends.

Behavioral models of Leadership Behavioral model: Identifies the two basic types of behavior that many leaders engage in to influence their subordinates

◦ Consideration ◦ Initiating structure

Behavioral approaches to leadership show that • task oriented and • people (relationship) oriented

behaviors are two key aspects of leadership

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Behavioral models of Leadership

Consideration (People oriented) ◦ Displaying trust, respect, and care towards subordinates

◦ Looking out for the well-being of their subordinates ◦ Helping subordinates feel good and enjoy the work they perform

Initiating structure (Task oriented) ◦ Ensuring that work gets done, subordinates perform their jobs

acceptably, and the organization is efficient and effective ◦ Assigning tasks to groups ◦ Setting expectations

Behavioral models of Leadership Task oriented

leader behaviors

• Providing instructions: giving directives to get things done

• Ensuring that organizational goals are met

• Structuring the roles of subordinates

• Increasing the performance of the group

People oriented leader behaviors

• Caring about the well being of employees

• Demonstrating concern in actions and decisions

• Showing concern for employee feelings

• Treating employees with respect

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Path-Goal Theory Leaders can increase subordinate satisfaction and

performance (motivation) by: • Clearly identifying the outcomes that subordinates are trying to obtain

from their jobs • Rewarding subordinates with these outcomes for high-performance and

attainment of work goal • Clarifying the paths leading to the attainment of work goals

A good leader provides clear direction, sets high goals, gets involved with goal achievement, and supports employees

• Directive leadership • Supportive leadership • Participative leadership • Achievement-oriented leadership

Path-Goal Theory

Achievement-Oriented Set Challenging Goals Expect High Performance Show Confidence in Employees

Supportive Show concern for followers, especially in times of extreme stress

Directive Give Specific Directives

Assign Tasks Clarify Expectations

Participative Consult with followers Ask their suggestions

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Visionary Leadership

Laissez-faire Leadership

Transactional Leadership

Transformational Leadership

Laissez-Faire The absence of leadership

A hands-off, let-things-ride approach

Refers to a leader who • abdicates responsibility • delays decisions • gives no feedback, and • makes little effort to help followers satisfy their needs

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Transactional Leadership

- No new taxes = votes. - Sell more cars = bonus. - Turn in assignments = grade. - Surpass goals = promotion.

The exchange dimension is so common that you can observe it in all walks of life.

Transformational Leadership

Makes subordinates aware of how important their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals

Transformational Leaders

Idealized Influence

Inspirational motivation

Intellectual stimulation

Individualized consideration

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Transformational Leadership

Makes subordinates aware of how important their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals

Transformational Leaders

Idealized Influence

Inspirational motivation

Intellectual stimulation

Individualized consideration

Role Model for followers

Attending to the needs of each

follower, listening to their concerns

Encouragement to be innovative

Articulating an appealing vision

Sources of Managerial Power

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Power: The Key to Leadership • The authority that a manager has by virtue of his or her

position in an organization’s hierarchyLegitimate power

• The ability of a manager to give or withhold tangible and intangible rewardsReward power

• The ability of a manager to punish others • Overuse of coercive power can even result in dangerous

working conditions Coercive power

• Power that is based on special knowledge, skills, and expertise that the leader possesses

• Tends to be used in a guiding or coaching manner Expert power

• Power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty

• Possessed by managers who are likable and whom subordinates wish to use as a role model

Referent power

Power • Elected US President (Organizational Chart)Legitimate power

• Position Appointments, PromotionsReward power

• Military Commander-in-Chief • Examples: verbal reprimand, pay cuts, and

firing/dismissal Coercive power

• Briefed on national security issues • Trained in a particular field/skill

Expert power

• Popularity/Approval RatingsReferent power

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Key Ingredients to Modern Management

Empowerment | Emotional Intelligence | Political Skill

Empowerment

Empowerment ◦ The process of giving employees at all

levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs

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Self-awareness

Self-management

Social-awareness

Relationship Management

Emotional Intelligence Strategic leadership requires the ability to: • anticipate and envision. • maintain flexibility. • empower others to create strategic change through

selecting and implementing a firm’s strategies as necessary.

Strategic leadership is: • multi-functional work involving working through others. • consideration of the entire enterprise rather than just a

sub-unit. • a managerial frame of reference.

The ability to make (good) choices by identifying our own emotions as well as the emotions of others

An Ingredient in Modern Management

Emotional Intelligence

Self awareness • Understanding

our own emotions (ie, mad, sad, glad, scared)

Self awareness • Understanding

our own emotions (ie, mad, sad, glad, scared)

Self management • Self-control

of impulses & reactions to certain situations

Self management • Self-control

of impulses & reactions to certain situations

Social awareness • Aware of other’s

needs/feelings/c oncerns; sensing the “elephant in the room” and when to discuss it

Social awareness • Aware of other’s

needs/feelings/c oncerns; sensing the “elephant in the room” and when to discuss it

Relationship Management • Social skills • Influencing

others

Relationship Management • Social skills • Influencing

others

• The four steps of emotional intelligence build upon one another.

• Believed to be “improvable” or learned instead of a trait

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Political Skill • an understanding of the organizational and social

context in which the leader operates Social Astuteness

• the leader’s ability to modify their behavior to elicit desired reactions from others

Interpersonal Influence

• the capacity to develop relationships with diverse organizational stakeholders

Networking Ability

• a perception by others that the leader is authentic in his/her intentions

Apparent Sincerity

Leadership: Past to Present All are important, but today’s leader (and leadership) can be characterized as shifting from:

◦Power  Empowerment ◦Personal Traits  Emotional Intelligence ◦Networking  Political Skill