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Management ch17 (2)
1.
8th edition Steven P.
Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
2.
LEARNING OUTLINE Follow this
Learning Outline as you read and study this chapter. Managers versus Leaders âą Contrast leaders and managers. âą Explain why leadership is an important behavioral topic. Early Leadership Theories âą Discuss what research has shown about leadership traits. âą Contrast the findings of the four behavioral leadership theories. âą Explain the dual nature of a leaderâs behavior. Contingency Theories of Leadership âą Explain how Fiedlerâs theory of leadership is a contingency model. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â2
3.
L E A
R N I N G O U T L I N E (contâd) Follow this Learning Outline as you read and study this chapter. Contingency Theories of Leadership âą Contrast situational leadership and the leader participation model. âą Discuss how path-goal theory explains leadership. Cutting Edge Approaches to Leadership âą Differentiate between transactional and transformational leaders. âą Describe charismatic and visionary leadership. Leadership Issues in the Twenty-First Century âą Tell the five sources of leaderâs power. âą Discuss the issues todayâs leaders face. âą Explain why leadership is sometimes irrelevant. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â3
4.
L E A
R N I N G O U T L I N E (contâd) Follow this Learning Outline as you read and study this chapter. What Is An Organization? âą Describe the characteristics of an organization. âą Explain how the concept of an organization is changing. Why Study Management? âą Explain the universality of management concept. âą Discuss why an understanding of management is important even if you donât plan to be a manager. âą Describe the rewards and challenges of being a manager. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â4
5.
Managers Versus Leaders âą
Managers âą Leaders ï Are appointed to their position ï Are appointed or emerge from within a work group ï Can influence people only to the extent of the formal authority of their position ï Can influence other people and have managerial authority ï Do not necessarily have the skills and capabilities to be leaders ï Do not necessarily have the skills and capabilities to be managers Leadership is the process of influencing a group toward the achievement of goals. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â5
6.
Early Leadership Theories âą
Trait Theories (1920s-30s) ï Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. ï Later research on the leadership process identified seven traits associated with successful leadership: ï¶ Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and extraversion. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â6
7.
Early Leadership Theories
(contâd) âą Behavioral Theories ï University of Iowa Studies (Kurt Lewin) ï¶ Identified three leadership styles: â Autocratic style: centralized authority, low participation â Democratic style: involvement, high participation, feedback â Laissez faire style: hands-off management ï¶ Research findings: mixed results â No specific style was consistently better for producing better performance â Employees were more satisfied under a democratic leader than an autocratic leader. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â7
8.
Early Leadership Theories
(contâd) âą Behavioral Theories (contâd) ï Ohio State Studies ï¶ Identified two dimensions of leader behavior â Initiating structure: the role of the leader in defining his or her role and the roles of group members â Consideration: the leaderâs mutual trust and respect for group membersâ ideas and feelings. ï¶ Research findings: mixed results â High-high leaders generally, but not always, achieved high group task performance and satisfaction. â Evidence indicated that situational factors appeared to strongly influence leadership effectiveness. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â8
9.
Early Leadership Theories
(contâd) âą Behavioral Theories (contâd) ï University of Michigan Studies ï¶ Identified two dimensions of leader behavior â Employee oriented: emphasizing personal relationships â Production oriented: emphasizing task accomplishment ï¶ Research findings: â Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â9
10.
The Managerial Grid âą
Managerial Grid ï Appraises leadership styles using two dimensions: ï¶ Concern for people ï¶ Concern for production ï Places managerial styles in five categories: ï¶ Impoverished management ï¶ Task management ï¶ Middle-of-the-road management ï¶ Country club management ï¶ Team management Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â10
11.
Contingency Theories of
Leadership âą The Fiedler Model (contâd) ï Proposes that effective group performance depends upon the proper match between the leaderâs style of interacting with followers and the degree to which the situation allows the leader to control and influence. ï Assumptions: ï¶A certain leadership style should be most effective in different types of situations. ï¶ Leaders do not readily change leadership styles. â Matching the leader to the situation or changing the situation to make it favorable to the leader is required. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â11
12.
Contingency Theories⊠(contâd) âą
The Fiedler Model (contâd) ï Least-preferred co-worker (LPC) questionnaire ï¶ Determines leadership style by measuring responses to 18 pairs of contrasting adjectives. â High score: a relationship-oriented leadership style â Low score: a task-oriented leadership style ï Situational factors in matching leader to the situation: ï¶ Leader-member relations ï¶ Task structure ï¶ Position power Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â12
13.
Contingency Theories⊠(contâd) âą
Hersey and Blanchardâs Situational Leadership Theory (SLT) ï Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followersâ readiness. ï¶ Acceptance: leadership effectiveness depends on whether followers accept or reject a leader. ï¶ Readiness: the extent to which followers have the ability and willingness to accomplish a specific task ï Leaders must relinquish control over and contact with followers as they become more competent. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â13
14.
Contingency Theories⊠(contâd) âą
Hersey and Blanchardâs Situational Leadership Theory (SLT) ï Creates four specific leadership styles incorporating Fiedlerâs two leadership dimensions: ï¶ Telling: high task-low relationship leadership ï¶ Selling: high task-high relationship leadership ï¶ Participating: low task-high relationship leadership ï¶ Delegating: low task-low relationship leadership Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â14
15.
Contingency Theories⊠(contâd) âą
Hersey and Blanchardâs Situational Leadership Theory (SLT) ï Posits four stages follower readiness: ï¶ R1: followers are unable and unwilling ï¶ R2: followers are unable but willing ï¶ R3: followers are able but unwilling ï¶ R4: followers are able and willing Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â15
16.
Contingency Theories⊠(contâd) âą
Leader Participation Model ï Posits that leader behavior must be adjusted to reflect the task structureâwhether it is routine, nonroutine, or in betweenâbased on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decision making in a given situation. ï¶ Contingencies: decision significance, importance of commitment, leader expertise, likelihood of commitment, group support, group expertise Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â16
17.
Contingency Theories⊠(contâd) âą
Leader Participation Model Contingencies: ï Decision significance ï Importance of commitment ï Leader expertise ï Likelihood of commitment ï Group support ï Group expertise ï Team competence Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â17
18.
Contingency Theories⊠(contâd) âą
Path-Goal Model ï States that the leaderâs job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals. ï Leaders assume different leadership styles at different times depending on the situation: ï¶ Directive leader ï¶ Supportive leader ï¶ Participative leader ï¶ Achievement oriented leader Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â18
19.
Current Approaches to
Leadership âą Transactional Leadership ï Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. âą Transformational Leadership ï Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements. ï Leaders who also are capable of having a profound and extraordinary effect on their followers. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â19
20.
Current Approaches to
Leadership (contâd) âą Charismatic Leadership ï An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. ï Characteristics of charismatic leaders: ï¶ Have a vision ï¶ Are able to articulate the vision ï¶ Are willing to take risks to achieve the vision ï¶ Are sensitive to the environment and follower needs ï¶ Exhibit behaviors that are out of the ordinary Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â20
21.
Current Approaches to
Leadership (contâd) âą Visionary Leadership ï A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. ï Visionary leaders have the ability to: ï¶ Explain the vision to others ï¶ Express the vision not just verbally but through behavior ï¶ Extend or apply the vision to different leadership contexts Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â21
22.
Current Approaches to
Leadership (contâd) âą Team Leadership Characteristics ï Having patience to share information ï Being able to trust others and to give up authority ï Understanding when to intervene âą Team Leaderâs Job ï Managing the teamâs external boundary ï Facilitating the team process ï¶ Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â22
23.
Current Approaches to
Leadership (contâd) âą Team Leadership Roles ï Liaison with external constituencies ï Troubleshooter ï Conflict manager ï Coach Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â23
24.
Leadership Issues in
the 21st Century âą Managing Power ï Legitimate power ï¶ The power a leader has as a result of his or her position. ï Coercive power ï¶ The power a leader has to punish or control. ï Reward power ï¶ The power to give positive benefits or rewards. Copyright © 2005 Prentice Hall, Inc. All rights reserved. ï Expert power ï¶ The influence a leader can exert as a result of his or her expertise, skills, or knowledge. ï Referent power ï¶ The power of a leader that arise because of a personâs desirable resources or admired personal traits. 17â24
25.
Developing Credibility and
Trust âą Credibility (of a Leader) ï The assessment of a leaderâs honesty, competence, and ability to inspire by his or her followers âą Trust ï The belief of followers and others in the integrity, character, and ability of a leader. ï¶ Dimensions of trust: integrity, competence, consistency, loyalty, and openness. ï Trust is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â25
26.
Providing Online Leadership âą
Challenges of Online Leadership ï Communication ï¶ Choosing the right words, structure, tone, and style for digital communications ï Performance management ï¶ Defining, facilitating, and encouraging performance ï Trust ï¶ Creating a culture where trust among all participants is expected, encouraged, and required, Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â26
27.
Empowering Employees âą Empowerment ï
Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems. ï Why empower employees? ï¶ Quicker responses problems and faster decisions. ï¶ Address the problem of increased spans of control in relieving managers to work on other problems. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â27
28.
Cross-Cultural Leadership âą Universal
Elements of Effective Leadership ï Vision ï Foresight ï Providing encouragement ï Trustworthiness ï Dynamism ï Positiveness ï Proactiveness Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â28
29.
Gender Differences and
Leadership âą Research Findings ï Males and females use different styles ï¶ Women tend to adopt a more democratic or participative style unless in a male-dominated job. ï¶ Women ï¶ Men tend to use transformational leadership. tend to use transactional leadership. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â29
30.
Heroic Leadership: Basics
of Leadership âą Give people a reason to come to work. âą Help them to develop a passion for their work âą Instill in them a sense of commitment to their colleagues âą Develop their sense of responsibility to customers âą Be loyal to the organizationâs people Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â30
31.
Leadership Can Be
Irrelevant âą Substitutes for Leadership ï Follower characteristics ï¶ Experience, training, professional orientation, or the need for independence ï Job characteristics ï¶ Routine, unambiguous, and satisfying jobs ï Organization characteristics ï¶ Explicit formalized goals, rigid rules and procedures, or cohesive work groups Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17â31
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