Introduction to Management Ch. 14 & 16 PDF

Because learning changes everything. ® Introduction to Management. Dr.Ola Wazir Dr.Yomna Samir Chapter 14 Leadership © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.  Lear...

Because learning changes everything. ® Introduction to Management. Dr.Ola Wazir Dr.Yomna Samir Chapter 14 Leadership © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.  Learning Objectives 1 1. Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders. 2. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership. 3. Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations. © McGraw Hill 2  Learning Objectives 2 4. Describe what transformational leadership is, and explain how managers can engage in it. 5. Characterize the relationship between gender and leadership, and explain how emotional intelligence may contribute to leadership effectiveness. © McGraw Hill 3  The Nature of Leadership 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. © McGraw Hill 4  Personal Leadership Style and Managerial Tasks 1 Personal leadership style: Specific ways in which a manager chooses to influence others. Shapes the way the manager approaches the other principal tasks of management. Developing a style can be a challenge for 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. © McGraw Hill 5  Personal Leadership Style and Managerial Tasks 2 Servant leader: A leader who has a strong desire work for the benefit of others. Shares power with followers and pay attention to those who are least well off in society. © McGraw Hill 6  Personal Leadership Style and Managerial Tasks 3 Leadership across Cultures: European managers tend to be more people- oriented than American or Japanese managers. Japanese managers are group-oriented, while U.S managers focuses more on profitability. Time horizons also are affected by cultures (Managers in Europe’s large international firms have a philosophy that lies in between the long-term approach of the Japanese and the short-term approach of the United States). © McGraw Hill 7  Sources of Managerial Power © McGraw Hill 8  Power: The Key to Leadership 1 Legitimate power: The authority that a manager has by virtue of their position in an organization’s hierarchy. Reward power: The ability of a manager to give or withhold tangible and intangible rewards. © McGraw Hill 9  Power: The Key to Leadership 2 Coercive power: Coercive power is the ability of a manager to punish others. Overuse of coercive power can even result in dangerous working conditions. Examples include verbal warning, pay cuts, and dismissal. © McGraw Hill 10  Power: The Key to Leadership 3 Expert 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. © McGraw Hill 11  Power: The Key to Leadership 4 Referent power: Power that comes from employees’ and coworkers’ respect, admiration, and loyalty. Possessed by managers who are likable and whom employees wish to use as a role model. © McGraw Hill 12  Empowerment: An Ingredient in Modern Management Empowerment: Empowerment increases a The process of manager’s ability to get giving employees at things done. all levels the Empowerment increases authority to make workers’ involvement, decisions, be motivation, and responsible for their commitment. outcomes, improve Empowerment gives quality, and cut managers more time to costs. concentrate on their pressing concerns. © McGraw Hill 13  Trait and Behavior Models of Leadership 1 Trait model: Focused on identifying personal characteristics that produce effective leadership. Leader’s skills, abilities, knowledge, and expertise. © McGraw Hill 14  Traits Related to Effective Leadership Trait Description Intelligence Helps managers understand complex issues and solve problems Knowledge and Help managers make good decisions and discover ways to expertise increase efficiency and effectiveness Dominance Helps managers influence their subordinates to achieve organizational goals Self-confidence Contributes to managers effectively influencing subordinates and persisting when faced with obstacles or difficulties High energy Helps managers deal with the many demands they face Tolerance for stress Helps managers deal with uncertainty and make difficult decisions Integrity and Help managers behave ethically and earn their subordinates’ trust honesty and confidence Maturity Helps managers to avoid acting selfishly, control their feelings, and admit when they have made a mistake. © McGraw Hill 15  Trait and Behavior Models of Leadership 2 Behavioral model: Identifies the two basic types of behavior that many leaders engaged in to influence their employees. Consideration and initiating structure. Costco’s code of ethics: “Take care of our employees.” Costco ranked 17 out of 500 organizations on Forbes 2022 America’s Best Large Employers list. © McGraw Hill 16  The Behavior Model Consideration: Behavior indicating that a manager trusts, respects, and cares about employees. Initiating structure: Behavior that managers engage in to ensure that work gets done, employees perform their jobs acceptably, and the organization is efficient and effective. © McGraw Hill 17  Contingency Models of Leadership 1 Contingency models: The traits or behaviors that may contribute to a manager’s being an effective leader in one situation might actually result in the same manager being an ineffective leader in another situation. These models take into account the situation, or context, within which leadership occurs. © McGraw Hill 18  Contingency Models of Leadership 2 1- Fiedler’s model: Effective leadership is contingent on both the characteristics of the leader and the situation. Leader style is a manager’s characteristic approach to leadership. Two basic leadership styles: Relationship-oriented. Task-oriented. © McGraw Hill 19  Fiedler’s Contingency Model Relationship-oriented style: Leaders concerned with developing good relations with their employees and being liked by them. Task-oriented style: Leaders whose primary concern is to ensure that employees perform at a high level so the job gets done. © McGraw Hill 20  2- House’s Path-Goal Theory A contingency model of leadership proposing that effective leaders can motivate employees to achieve goals by: 1. Clearly identifying the outcomes that employees are trying to obtain from their jobs. 2. Rewarding employees with these outcomes for high- performance and attainment of work goals. 3. Clarifying the paths leading to the attainment of work goals. © McGraw Hill 21  Path-Goal Leadership Behaviors 1 Directive behaviors: Setting goals, assigning tasks, showing employees how to complete tasks, and taking concrete steps to improve performance. Supportive behavior: Expressing concern for employees and looking out for their best interests. © McGraw Hill 22  Path-Goal Leadership Behaviors 2 Participative behaviors: Give employees a say in matters and decisions that affect them. Achievement-oriented behavior: Setting challenging goals, expecting that they be met, and believing in employees’ capabilities. © McGraw Hill 23  Transformational Leadership A transformational leader makes employees 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. A transformational leader makes employees aware of their own needs for personal growth, development, and accomplishment. A transformational leader motivates workers to work for the good of the organization, not just for their own personal gain or benefit. © McGraw Hill 24  Transformational Leadership Transformational Employees of Managers: transformational Are charismatic. managers: Intellectually stimulate Have increased awareness employees. of the importance of their jobs and high performance. Engage in developmental consideration. Are aware of their own needs for growth, development, and accomplishment. Work for the good of the organization and not just their own personal benefit. © McGraw Hill 25  Being a Charismatic Leader Charismatic leader: An enthusiastic, self-confident transformational leader able to clearly communicate their vision of how good things could be. Being excited and clearly communicating excitement to employees. Openly sharing information with employees so that everyone is aware of problems and the need for change. © McGraw Hill 26  The Distinction between Transformational and Transactional Leadership Transactional Transformational leaders: leaders: Leadership that May use transactional motivates employees leadership as a tool, but see by rewarding them for bigger picture. high performance and Employees tend to have reprimanding them for more job satisfaction and a low performance. high level of performance, trust in leaders, and they feel fairly treated. © McGraw Hill 27  Gender and Leadership Although there are more women in management positions today than there were 10 years ago, there are still relatively few women in top management and, in some organizations, even in middle management. Despite the stereotypes, research suggests that there is no gender-based difference in leadership effectiveness. © McGraw Hill 28  Emotional Intelligence and Leadership 1 Groups whose What behaviors should a leaders experienced manager practice in order to positive moods had lead with emotional better coordination. intelligence (EQ)? Groups whose Empathy. leaders experienced Communication skills. negative moods Manage emotions. exerted more effort. © McGraw Hill 29  Emotional Intelligence and Leadership 2 Emotional intelligence: Helps leaders develop a vision for their firm. Helps motivate employees to commit to the vision. Energizes employees to work to achieve the vision. © McGraw Hill 30  Introduction to Management. Dr.Ola Wazir Dr.Yomna Samir Chapter 16 Promoting Effective Communication © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. © McGraw Hill  Learning Objectives 1 1. Explain why effective communication helps an organization gain a competitive advantage. 2. Describe the communication process, and explain the role of perception in communication. 3. Define information richness, and describe the information richness of communication media available to managers. © McGraw Hill 32  Learning Objectives 2 4. Describe the communication networks that exist in groups and teams. 5. Explain how advances in technology have given managers new options for managing communications. 6. Describe important communication skills that managers need as senders and as receivers of messages and why it is important to understand differences in linguistic styles. © McGraw Hill 33  Communication and Management Communication: The sharing of information between two or more individuals or groups to reach a common understanding. A human endeavor (Effort). Does not take place unless a common understanding is reached. © McGraw Hill 34  The Importance of Good Communication Increased efficiency in new technologies and skills. Improved quality of products and services. Increased responsiveness to customers. More innovation through communication. © McGraw Hill 35  The Communication Process Access the text alternative for slide images. © McGraw Hill 36  The Communication Process 1 Sender person wishing to share information with some other person Message the information to communicate Encoding sender translates the message into symbols or language. Noise refers to anything that obstructs any stage of the communication process © McGraw Hill 37  The Communication Process 2 Receiver person or group for which the message is intended Medium pathway through which an encoded message is transmitted to a receiver Decoding critical point where the receiver interprets and tries to make sense of the message © McGraw Hill 38  The Communication Process 3 Verbal communication: The encoding of messages into words, either written or spoken. Nonverbal communication: The encoding of messages by means of facial expressions, body language, and styles of dress. © McGraw Hill 39  The Role of Perception in Communication 1 Perception: Process through which people select, organize, and interpret sensory input to give meaning and order to the world around them. Influenced by people’s personalities, values, attitudes and moods as well as their experience and knowledge. © McGraw Hill 40  The Role of Perception in Communication 2 Biases: Systematic tendencies to use information about others in ways that can result in inaccurate perceptions. For example, stereotypes. © McGraw Hill 41  The Role of Perception in Communication 3 Stereotypes: Simplified and often inaccurate beliefs about the characteristics of particular groups of people. Can interfere with the encoding and decoding of messages. © McGraw Hill 42  The Dangers of Ineffective Communication Not only can ineffective communication harm the competitive advantage, it can be dangerous. Harvard University studied the risk of doctors’ communications during shift changes. Change in communication reduced risk of adverse events in patients by 30%. Improving communication, reduced medical errors by almost 25%. © McGraw Hill 43  Information Richness The amount of information that a communication medium can carry. The extent to which the medium enables the sender and receiver to reach a common understanding. © McGraw Hill 44  Information Richness of Communication Media Access the text alternative for slide images. © McGraw Hill 45  Face-to-Face Communication 1 Face-to-face: Has highest information richness. Can take advantage of verbal and nonverbal signals. Example: ProQuest, although mainly electronic communication, every four months, face-to-face. © McGraw Hill 46  Face-to-Face Communication 2 Management by wandering around: Face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues and concerns. Videoconferencing Has advantages of face-to-face communication. Saves time and money. Decisions may be made more quickly. Efficient and shorter. © McGraw Hill 47  Spoken Communication Electronically Transmitted Has the second highest information richness. Telephone conversations are information rich with tone of voice, sender’s emphasis, and quick feedback, but provide no visual nonverbal cues. © McGraw Hill 48  Personally Addressed Written Communication Has a lower richness than the verbal forms of communication, but still is directed at a given person. Personal addressing helps ensure receiver actually reads the message. Personal letters and email are common forms. © McGraw Hill 49  Impersonal Written Communication 1 Impersonal written communication: Has the lowest information richness. Good for messages to many receivers where little or feedback is expected (for example, newsletters, reports). © McGraw Hill 50  Impersonal Written Communication 2 Information overload: The potential for important information to be ignored or overlooked while tangential information receives attention. © McGraw Hill 51  Impersonal Written Communication 3 Blog: A website on which an individual, a group, or an organization posts information, commentary, and opinions and to which readers can often respond with their own commentary and opinions. © McGraw Hill 52  Impersonal Written Communication 4 Social networking site: A website that enables people to communicate with others with whom they have some common interest or connection. Facebook, Instagram, YouTube, LinkedIn. © McGraw Hill 53