Management Chapter 16: Managers As Leaders

Management: Second Arab World Edition - Chapter 16: Managers As Leaders

• Chapter focuses on managers as leaders
• Authors are Robbins, Coulter, Sidani, Jamali
• Intended for a second Arab World Edition

Learning Outcomes (Chapter 16)

• 16.1 Define Leaders and Leadership:

  • Defines who leaders are and the nature of leadership
  • Explains why managers need to be leaders

• 16.2 Compare and Contrast Early Leadership Theories:

  • Discusses leadership traits identified by early research, and their findings
  • Presents behavioral leadership theories
  • Explains a leader's behaviour has a dual nature

• 16.4 Describe Two Major Contingency Theories of Leadership:

  • Explains situational leadership theory.
  • Discusses how path-goal theory interprets leadership

• 16.5 Describe Contemporary Views of Leadership:

  • Differentiates transactional and transformational leadership styles
  • Discusses team leadership

• 16.6 Discuss Twenty-First Century Issues Affecting Leadership:

  • Describes five sources of a leader's power
  • Examines challenges faced by 21st-century leaders

Who Are Leaders and What Is Leadership?

• Leader: Someone who influences others and has managerial authority
• Leadership: The process of influencing a group to achieve goals

Quick Learning Review (Chapter 16)

• Effective leaders demonstrate high group productivity and member satisfaction. Traits associated with effective leaders include drive, desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.

• Leaders need both task-oriented and relationship behaviors

• Different leadership styles are effective at different times depending on the situation and the followers.

Trait Theories

• Early research, focusing on personal traits which differentiated leaders from non-leaders, were unsuccessful.
• Later research found seven key traits associated with successful leadership: drive, desire to lead, honesty/integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.

Exhibit 16-1: Eight Traits Associated with Leadership

• The exhibit details eight key traits often associated with effective leadership.
• These include drive, desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, extraversion, and proneness to guilt.

Behavioral Theories: The Managerial Grid

• Appraises leadership styles using two dimensions: concern for people and concern for production.
• Places managerial styles in five categories: impoverished, task, middle-of-the-road, country club, and team management

Hersey and Blanchard's Situational Leadership Theory (SLT)

• Effective leadership depends on the readiness of followers
• Readiness is assessed based on followers' ability and willingness to perform a specific task
• SLT suggests four different leadership styles (telling, selling, participating, delegating) contingent on follower readiness.
• Four stages of follower readiness (R1-R4) are proposed

Path-Goal Theory

• Leaders' roles are to guide followers to achieve individual and organizational goals. Assumes leaders adapt their style given the specific situation. Different leadership styles include directive, supportive, participative, achievement-oriented.

Quick Learning Review (Cont.)

• Path-goal theory clarifies followers' paths towards achieving goals by reducing obstacles
• In SLT, participative style is employed when followers are able but unwilling.

Contemporary Views of Leadership (16.5)

• Differentiates between transactional (motivates followers toward established goals) and transformational (motivates followers through inspiring change) leadership.
• Discusses the importance of team leadership, a common characteristic of leaders. 

Describe Twenty-First Century Issues Affecting Leadership (16.6)

• Describes five sources of leader power (legitimate, coercive, reward, expert, and referent).
• Examines current challenges faced by 21st-century leaders