MGT 311 Online week 4

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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

CHAPTER 8

LEADERSHIP

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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  • Describe factors that affect the leadership style used
  • Discuss and explain two frequently used leadership models
  • Determine which leadership style is most appropriate in different situations
  • Contrast heroic supervisors with developmental supervisors

LEARNING OBJECTIVES

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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  • Contrast transformational leadership with transactional leadership
  • Discuss and explain the benefits and side effects of adaptive leadership
  • Discuss how to inspire self-confidence, develop people, and increase productivity
  • Explain why emotional intelligence is so important for effective leadership

LEARNING OBJECTIVES

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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LEADERSHIP

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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EXHIBIT 8.1 - FACTORS AFFECTING CHOICE OF LEADERSHIP STYLE

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  • Average person has an inherent dislike of work and wishes to avoid responsibility
  • People must be coerced, controlled, directed, or threatened to put in adequate effort at work
  • Average person prefers to be directed, has little ambition and, seeks security
  • Average person cannot be trusted

THEORY X MANAGEMENT PHILOSOPHY

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  • Work is as natural as play or rest
  • People exercise self-direction and self-control in attaining organizational goals and objectives
  • Commitment to objectives is a function of the rewards associated with their achievement
  • Average person learns, under proper conditions, to actively seek greater responsibility

THEORY Y MANAGEMENT PHILOSOPHY

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  • Most people can exercise a high degree of imagination, ingenuity, and creativity in solving organizational problems
  • Intellectual potential of the average human being is only partially utilized
  • Average person believes she or he is a winner, and so should be treated that way

THEORY Y MANAGEMENT PHILOSOPHY

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  • Followers’ readiness level
  • Readiness level: State of a person’s drive or need for achievement
  • Readiness = Ability + Willingness
  • Situation faced by the supervisor
  • Nature of the work and the types of assignments are considered in assessing a situation
  • Leaders’ choice of style is influenced by how their unit progresses

FOLLOWERS’ READINESS LEVEL AND SITUATION FACED BY THE SUPERVISOR

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LEADERSHIP GRID

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LEADERSHIP GRID

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EXHIBIT 8.2 - THE LEADERSHIP GRID FIGURE

Source: The Leadership Grid® figure, Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions, by Robert R. Blake and Anne Adams McCanse (Formerly The Managerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company (Grid Figure: 29, Paternalism Figure: 30, Opportunism Figure: 31). Copyright 1991 by Scientific Methods, Inc. Reproduced by permission of the owners.

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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  • Shows the relationship between the readiness of followers and the leadership style
  • Life-cycle theory of leadership: Leadership behaviors should be based on the readiness level of employees
  • Task behaviors: Clarifying a job, telling people what to do and how and when to do it, providing follow-up, and taking corrective action
  • Relationship behaviors: Providing people with support and asking for their opinions

SITUATIONAL LEADERSHIP MODEL

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EXHIBIT 8.3 - THE HERSEY-BLANCHARD SITUATIONAL LEADERSHIP ® MODEL

Source: Paul Hersey and Kenneth Blanchard Management of Organizational Behavior: Utilizing Human Resources, 8th edition, p. 200. © Copyright 2006 Reprinted with permission of the Center for Leadership Studies. Escondido, CA 92025. www.situational.com All Rights Reserved.

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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SITUATIONAL LEADERSHIP MODEL

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EXHIBIT 8.4 - CONTINUUM OF LEADERSHIP BEHAVIOR

Source: Modified and reprinted by permission of Harvard Business Review. An exhibit from “How to Choose a Leadership Pattern” by Robert Tannenbaum and Warren H. Schmidt (May-June 1973). Copyright © 1973 by the Harvard Business School Publishing Corp. All rights reserved.

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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  • Forces in the leader
  • Value system, confidence in employees, leadership inclinations, and feelings of security or insecurity
  • Forces in the employees
  • Need for independence, knowledge of the problem, attitude toward and interest in tackling the problem, and expectations with respect to sharing in decision making

CONTINUUM OF LEADERSHIP BEHAVIOR

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  • Forces in the situation
  • Type of organization, the group’s effectiveness, the pressure of time, and the nature of the problem itself

CONTINUUM OF LEADERSHIP BEHAVIOR

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  • Helps groups evolve effectively and achieve highly supportive, open, creative, committed, high-performing membership

DEVELOPMENTAL LEADERSHIP

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HEROIC MANAGERS VERSUS DEVELOPMENTAL MANAGERS

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EXHIBIT 8.5 - THE SELF-FULFILLING CONSEQUENCES OF USING THE HEROIC MANAGEMENT APPROACH

Source: Adapted from Managing for Excellence. David L. Bradford and Allen R. Cohen, Copyright © 1984, John Wiley & Sons, reprinted by permission of John Wiley & Sons, Inc.

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP

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EXHIBIT 8.6 - CONTRASTING LEADERSHIP APPROACHES

Source: George McAleer’s presentation at APT Type and Leadership Symposium, Crystal City, VA, March 5–7, 1993.

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EXHIBIT 8.6 - CONTRASTING LEADERSHIP APPROACHES

Source: George McAleer’s presentation at APT Type and Leadership Symposium, Crystal City, VA, March 5–7, 1993.

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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  • Organizational members take a hard look at the past to identify what to hold on to, while deciding what needs to go
  • Employee participation in the change process is the key
  • Requires an experimental mindset approach

ADAPTIVE LEADERSHIP

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  • Defines success as giving and measures achievement by devotion to serving and leading
  • Winning becomes the creation of community through collaboration and team building

SERVANT LEADERSHIP

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CHARACTERISTICS OF SERVANT LEADERSHIP

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CORE LEADERSHIP FUNCTIONS

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CORE LEADERSHIP FUNCTIONS

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  • The capacity to:
  • Recognize and accurately perceive one’s own and others’ emotions
  • Understand the significance of emotions, and influence one’s actions based on such analysis
  • Assortment of skills and characteristics that influence a one’s ability to succeed as a leader

EMOTIONAL INTELLIGENCE

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EXHIBIT 8.9 - MAYER AND SALOVEY’S FOUR BRANCH MODEL OF EMOTIONAL INTELLIGENCE

Source: John D. Mayer, Emotional Intelligence Information. (2009, July 31, 2009). The Four Branch Model of Emotional Intelligence. Durham: NH: University of New Hampshire, Retreived July 31, 2009, from http://www.unh.edu/emotional intelligence/ei%20What%20is%20EI/ei%20fourbranch.htm.

Reprinted by permission of the author.

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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  • Adaptive leadership
  • Authority compliance
  • Coaching and selling style
  • Continuum of leadership behavior
  • Country club management
  • Delegating style

IMPORTANT TERMS

  • Developmental leadership
  • Emotional intelligence
  • Heroic managers
  • Impoverished management
  • Leadership
  • Leadership grid
  • Life-cycle theory of leadership

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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  • Middle-of-the-road-management
  • Participating and supporting style
  • Readiness level
  • Relationship behaviors
  • Servant leadership
  • Situational leadership model

IMPORTANT TERMS

  • Structuring and telling style
  • Task behaviors
  • Team management
  • Theory X
  • Theory Y
  • Transactional leadership
  • Transformational leadership