Leadership Development Chapter 14

Chapter 14: Leading and Leadership Development

• This chapter covers the nature of leadership, leadership development, and contingency approaches to leadership.
• Leadership is defined as the process of inspiring others to successfully complete tasks.
• The management process includes four functions: planning, leading, organizing, and controlling. Leading is one of those four.

Nature of Leadership

• Leadership involves inspiring effort to complete important tasks.
• Power is the ability to get others to complete desired tasks.
• Two sources of managerial power are position power and personal power.

Sources of Position Power

• Reward power: offering something of value
• Coercive power: ability to punish or withhold
• Legitimate power: organizational position grants control

Sources of Personal Power

• Expert power: influence through skills, knowledge, and reputation
• Information and networking power: influence using access to information and contacts
• Referent power: influence through identification with others

The Power Paradox

• There's a tendency to misuse or abuse power.
• Skills most important to obtaining power often deteriorate once power is obtained.
• A five-fold path to enduring power includes awareness of feelings about power, practice humility, focus on others, practice respect, changing psychological context

Visionary Leadership

• Vision is the future state that one hopes to achieve.
• A visionary leader brings a clear and compelling vision for the future, and understanding of actions to achieve it

Servant Leadership

• Commitment to serving others
• Followers are more important than the leader.
• “Other-centered” rather than “self-centered”
• Power is not a zero-sum quantity.
• Focuses on empowerment instead of power.

Empowerment

• Empowerment is the technique to enable and assist others to gain power.
• Effective leaders empower others by providing them with information, responsibility, authority, and trust.

Leadership and Followership

• Leadership and followership work collaboratively.
• Followership is joining with a leader to achieve tasks and goals.
• Leadership is co-produced by leaders and followers.

Leadership Traits and Behaviors

• Important traits for leadership include drive, self-confidence, creativity, cognitive ability, job-relevant knowledge, motivation, flexibility, honesty, and integrity.
• Leadership behavior theories focus on how leaders behave with their followers.
• Leadership styles are recurring patterns of behaviours exhibited by leaders.
• Basic leadership dimensions include concern for task accomplishment and concern for the people doing the work.

Task Concerns

• Plans and defines work
• Assigns task responsibilities
• Sets clear work standards
• Urges task completion
• Monitors performance

People Concerns

• Acts warm and supportive toward followers
• Develops social rapport with followers
• Respects the feelings of followers
• Is sensitive to followers' needs
• Shows trust in followers

Classic Leadership Styles

• Autocratic style: emphasizes tasks over people
• Human relations style: emphasizes people over tasks
• Laissez-faire style: shows little concern for task
• Democratic style: committed to both task and people

Contingency Approaches to Leadership

• Fiedler's Contingency Model: good leadership depends on a match between leadership style and situational demands
• Diagnosing situational control involves quality of leader-member relations, degree of task structure, and amount of position power.
• Task-motivated leaders are most successful in very favorable (high control) and unfavorable (low control) situations.
• Relationship-motivated leaders are most successful in situations of moderate control.
• Hersey-Blanchard Situational Leadership Model: Leaders adjust their styles based on the readiness or task maturity of their followers.

House’s Path-Goal Leadership Theory

• Suggests leaders should adapt styles to fit situation.
• Directive leadership styles: communicate expectations, give directions, schedule work, maintain standards, clarify roles.
• Supportive leadership styles: make work pleasant, treat equally, friendly, concern themselves with well-being
• Achievement-oriented leadership styles: set challenging goals, expect high performance levels, emphasize improvement, show confidence
• Participative leadership styles: involve subordinates in decision-making, consult with them, ask for suggestions, use their suggestions

Substitutes for Leadership

• Factors in the work setting that direct the work efforts without involving the leader
• Follower characteristics (ability, experience, independence)
• Task characteristics (routine, feedback)
• Organization characteristics (clarity of plans, formalized rules and procedures).

Leader-Member Exchange (LMX) Theory

• Not all people are treated the same.
• "In-groups" enjoy special relationships, thus getting more favorable treatment.
• "Out-groups" have less special relationship, resulting in less favorable treatment.

Vroom-Jago Leader-Participation Model

• Helps leaders choose the decision-making method that best fits the situation, depending factors like time pressure, need to gain acceptance, information availability etc.

Benefits of Participative Decision Methods

• Improve decision quality
• Improve decision acceptance
• Develop leadership potential

Disadvantages of Participative Decision Methods

• Lost efficiency
• Not useful when immediate problem solving is required.

Personal Leadership Development

• Superleaders: persons with vision and personality to strongly impact others
• Charismatic leaders: develop special relationships with followers and inspire them extraordinarily.
• Transformational leader: truly inspirational leader to encourage extraordinary performance.
• Emotional intelligence: ability to manage emotions in social relationships.
• Key attributes of emotionally intelligent leaders include self-awareness, motivated approach, high social awareness, good self-management, and relationship management.
• Gender and leadership: gender similarities hypothesis - men and women have similar properties. Men and women can both be effective leaders, but may be perceived as using different styles.
• Women tend to use interactive leadership that shares qualities with transformational leadership (democratic, participative).
• Men tend to lean in transactional leadership styles (more directive).
• Interactive styles often fit well with diverse work forces.
• Ethical leadership: integrity, credibility, and consistency in values.
• Moral overconfidence: overly positive view of one's strengths.
• Authentic leadership: activates positive psychological states to achieve self-awareness and self-regulation.
• Character leadership: values, traits, virtues that build credibility and trust.
• Leaders should focus on good old-fashioned hard work, not just charisma.
• Strong foundations are important for leadership effectiveness.
• Drucker's Straight Talk on Leadership advises defining/communicating a vision, accepting leadership as responsibility, surrounding yourself with talented people, avoid blaming others, maintain integrity.

Explore the essential concepts of leadership and its development in Chapter 14. This chapter delves into different sources of managerial power and the functions involved in the management process. Gain insights into how inspiring others leads to successful task completion.