Chapter 16 Managers As Leaders PDF

 Management: Second Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 16: Managers As Leaders Lecturer: [Insert your name here]  Learning Outcomes Follow this Learning Outline as you read and study this chapter. 16.1 Define Leaders and Leadership....

 Management: Second Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 16: Managers As Leaders Lecturer: [Insert your name here]  Learning Outcomes Follow this Learning Outline as you read and study this chapter. 16.1 Define Leaders and Leadership. Explain who leaders are and what leadership is. Explain why managers should be leaders. 16-3 Copyright © 2015 Pearson Education  Learning Outcomes 16.2 Compare and Contrast Early Leadership Theories Discuss what research has shown about leadership traits. Discuss the behavioral leadership theories. Explain the dual nature of a leader’s behavior. 16.4 Describe Two Major Contingency Theories of Leadership Describe situational leadership theory. Discuss how path–goal theory explains leadership. 16-4 Copyright © 2015 Pearson Education  Learning Outcomes 16.5 Describe Contemporary Views of Leadership Differentiate between transactional and transformational leaders. 16.6 Discuss Twenty-First Century Issues Affecting Leadership Describe the five sources of a leader’s power. Discuss the issues today’s leaders face. 16-5 Copyright © 2015 Pearson Education  Define Leaders and Leadership 1. Explain who leaders are and what leadership is. 2. Explain why managers should be leaders. 16-6 Copyright © 2015 Pearson Education  Who Are Leaders and What Is Leadership Leader  Someone who can influence others and who has managerial authority Leadership  What leaders do; the process of influencing a group to achieve goals 16-7 Copyright © 2015 Pearson Education  Who Are Leaders and What Is Leadership Although groups may have informal leaders who emerge, those are not the leaders we’re studying. Leadership research has tried to answer: What is an effective leader? 16-8 Copyright © 2015 Pearson Education  Quick Learning Review A leader is someone who: a. Manages solely by virtue of his position b. Is able to force his opinion on others c. Dictates rules d. Is able to influence others Ideally, all managers: a. Should be leaders b. Should be followers c. Should only be concerned about being rewarded d. None of the above 16-9 Copyright © 2015 Pearson Education  Compare and Contrast Early Leadership Theories 1. Discuss what research has shown about leadership traits. 2. Contrast the findings of the four behavioral leadership theories. 3. Explain the dual nature of a leader’s behavior. 16-10 Copyright © 2015 Pearson Education  Trait Theories Research in the 1920s and 1930s focused on identifying personal characteristics that differentiated leaders from non- leaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership: – Drive, the desire to lead, honesty and integrity, self- confidence, intelligence, job-relevant knowledge, and extraversion. 16-11 Copyright © 2015 Pearson Education  Exhibit 16–1 Eight Traits Associated with Leadership 16-12 Copyright © 2015 Pearson Education  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 management Task management Middle-of-the-road management Country club management Team management 16-13 Copyright © 2015 Pearson Education Exhibit 16–3 The Managerial Grid Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved. 16-14 Copyright © 2015 Pearson Education  Quick Learning Review Leaders who get high group productivity and high group member satisfaction are: a. Production-oriented b. Employee oriented c. a and b d. None of the above A leader’s behavior has a dual nature if there is: a. A focus on the task and the production b. A focus on the people and structure c. A focus on the task and people d. None of the above 16-15 Copyright © 2015 Pearson Education  Describe the Two Major Contingency Theories of Leadership 1. Describe situational leadership theory. 2. Discuss how path–goal theory explains leadership. 16-16 Copyright © 2015 Pearson Education  Hersey and Blanchard’s Situational Leadership Theory (SLT) Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness. Acceptance: leadership effectiveness depends on whether followers accept or reject a leader. Readiness: the extent to which followers have the ability and willingness to accomplish a specific task. Leaders must relinquish(give up or leave) control over and contact with followers as they become more competent. 16-17 Copyright © 2015 Pearson Education  Hersey and Blanchard’s Situational Leadership Theory (SLT) (cont’d) Creates four specific leadership styles incorporating Fiedler’s two leadership dimensions: Telling: high task–low relationship leadership Selling: high task–high relationship leadership Participating: low task–high relationship leadership Delegating: low task–low relationship leadership 16-18 Copyright © 2015 Pearson Education  Hersey and Blanchard’s Situational Leadership Theory (SLT) (cont’d) Posits four stages for follower readiness: R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing 16-19 Copyright © 2015 Pearson Education  Path-Goal Theory States that the leader’s 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. 16-20 Copyright © 2015 Pearson Education  Path-Goal Model Leaders assume different leadership styles at different times depending on the situation: Directive leader Supportive leader Participative leader Achievement oriented leader 16-21 Copyright © 2015 Pearson Education  Exhibit 16–5 Path-Goal Model 16-22 Copyright © 2015 Pearson Education  Quick Learning Review The _________ theory should clarify the journey to followers by reducing roadblocks. a. Situational leadership b. Path-goal c. Fieldler d. Behavioral leadership In which stage in SLT, is the participative style used? a. Unable and unwilling b. Able but unwilling c. Unable but willing d. Able and willing 16-23 Copyright © 2015 Pearson Education  Describe Contemporary Views of Leadership 1. Differentiate between transactional and transformational leaders. 2. Discuss what team leadership involves. 16-24 Copyright © 2015 Pearson Education  Transactional-Transformational Leadership Transactional Leader Someone who guides or motivates their followers in the direction of established goals by clarifying role and task requirements. Transformational Leader Someone who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements. Charismatic Leader An enthusiastic and self-confident leader whose personality and actions influence people to behave in certain ways. 16-25 Copyright © 2015 Pearson Education  Quick Learning Review A leader who exchanges rewards for productivity is: a. Transactional b. Transformational c. Inspirational d. A goal achiever 16-26 Copyright © 2015 Pearson Education  Discuss Twenty-First Century Issues Affecting Leadership 1. Describe the five sources of a leader’s power. 16-27 Copyright © 2015 Pearson Education  Managing Power Legitimate power Expert power The power a leader has as a Theinfluence a leader can result of his or her position. exert as a result of his or her Coercive power expertise, skills, or knowledge. The power a leader has to Referent power punish or control. The power of a leader that Reward power arises because of a person’s The desirable resources or admired power to give positive personal traits. benefits or rewards. 16-28 Copyright © 2015 Pearson Education  Quick Learning Review Referent sources of a leader’s power are: a. Authority or position b. Desirable resources or traits c. Rewards d. Skills or knowledge 16-29 Copyright © 2015 Pearson Education  Terms to Know leader leader-member relations leadership situational leadership theory (SLT) behavioral theories readiness autocratic style path–goal theory democratic style task structure laissez-faire style transactional leader initiating structure transformational leader consideration charismatic leader high-high leader leader-member exchange (LMX) managerial grid theory Fiedler contingency model 16-30 Copyright © 2015 Pearson Education  Terms to Know (cont’d) legitimate power coercive power reward power expert power referent power credibility trust empowerment 16-31 Copyright © 2015 Pearson Education  This work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from this site should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. 16-32 Copyright © 2015 Pearson Education