Leadership Management Theories PDF

Leadership Chapter 12 Learning Objectives Leadership and it’s range Managers and Leaders Transforma7onal Leadership Path-Goal Leadership Other Managerial Leadership Theories A>ributes of EBec7ve Leaders Leadership De4ned Leadership is the ability to inFuence, mo7vate, and enable others to...

Leadership Chapter 12 Learning Objectives Leadership and it’s range Managers and Leaders Transforma7onal Leadership Path-Goal Leadership Other Managerial Leadership Theories A>ributes of EBec7ve Leaders Leadership De4ned Leadership is the ability to inFuence, mo7vate, and enable others to contribute toward the eBec7veness of the organiza7ons of which they are members © Tim Fraser Range of Leadership Model Transactional Leadership Laissez-faire leader Abdicates responsibili7es, avoids making decisions Management by excep7on (ac7ve) Watches and searches for devia7ons from rules and standards, takes correc7ve ac7on Intervenes only if standards are not met Con7ngent on reward Leads through the control of rewards Managerial Leadership DeSni7on: Daily ac7vi7es that support/guide the performance/well-being of employees and work unit to support current objec7ves and prac7ces Managerial leadership vs transforma7onal leadership Assumes environment is stable (vs dynamic) Micro-focused (vs macro-focused) Transforma7onal and managerial leadership depend on each other The di;erences between Managers and Leaders Transformational Leadership A leadership perspec7ve that explains how leaders change teams or organiza7ons by crea7ng, communica7ng and modelling a vision for the organiza7on or work unit and inspiring employees to strive for that vision Transformational Leadership Model Build Develop/ commitment to communicate a the vision strategic vision Elements of Transforma.onal Leadership Encourage Model the vision experimenta7on Jump to Appendix 1 long image descrip7on Transformational Leadership Elements (1 of 2) 1. Develop/Communicate the vision Build Develop/ Develop/ Use symbols, metaphors, symbols commitment to the vision communicate communicate strategic vision aa strategic vision Idealize and Frame the vision because it is not Elements of experienced before Transforma.onal Leadership Leaders communicate with humility, sincerity, highly level of purpose and passion Encourage experimenta7on Model the vision 2. Model the vision Enac7ng the vision (“walking the talk”) Leader’s own behaviour symbolizes, demonstrates the vision Two func7ons: - Legi7mizes and demonstrates the vision - Builds employee trust in the leader Transformational Leadership Elements (2 of 2) Build Develop/ 3. Encourage experimenta7on commitment to the vision communicate a strategic vision Encourage employees to ques7on current prac7ces Elements of Transforma.onal Leadership Support a learning orienta7on Encourage Model experimenta7on the vision 4. Build commitment to the vision Stronger commitment from earlier elements - communica7ng, modelling, encouraging experimenta7on Also through rewards, recogni7on, celebra7ons How great leaders inspire action How great leaders inspire ac7on by Simon Sinek - YouTu be Charismatic Leadership Charisma – From the Greek for “gic” – A certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least speciScally excep7onal powers or quali7es. Transformational vs Charismatic Leadership Charisma is dis7nct from transforma7onal leadership A personal trait, creates referent power over followers Transforma7onal leadership is a set of behaviours to engage followers Poten7al problems with charisma7c leadership May produce dependent followers (vs empower them) May focus leaders on self-interest (vs common good) Evaluating Transformational Leadership Transforma7onal leadership is important Higher sa7sfac7on, commitment, performance, OCBs, decisions, crea7vity Transforma7onal leadership limita7ons Circular logic – leaders inspire employees – leadership is eBec7ve because of inspired leaders Is it the traits of the leader or their vision contributes towards success Howard Schultz on Leadership h>ps://www.youtube.com/watch?v=LnA7n9qSB7E Interdependence of managerial and transformational leadership Transforma7onal and managerial leadership are discussed as two leadership perspec7ves, but they are viewed as interdependence perspec7ves Task vs People Styles of Leadership Task-oriented behaviours Assign work, clarify responsibili7es Set goals and deadlines, provide feedback Establish work procedures, plan future work People-oriented behaviours Concern for employee needs Make workplace pleasant Recognize employee contribu7ons Listen to employees Both styles necessary, but diBerent eBects Path-Goal Leadership Leaders mo7vate through expectancies and valences Expectancy theory and ra7onal decision model Con7ngency theory of managerial leadership Best leadership style depends on employee/situa7on Four main path goal leadership styles Direc7ve Suppor7ve Par7cipa7ve Achievement-oriented Path-Goal Contingencies Skill and experience Low: direc7ve and suppor7ve leadership Locus of control Internal: par7cipa7ve and achievement leadership External: direc7ve and suppor7ve leadership Task structure Nonrou7ne: direc7ve and/or par7cipa7ve leadership Team dynamics Low cohesion: suppor7ve leadership Dysfunc7onal norms: direc7ve leadership Performance oriented team norms subs7tutes for direc7ve and achievement orienta7on leadership Path-Goal Leadership Model Employee Contingencies Leader Leader Behaviours Effectiveness Directive Employee Supportive motivation Participative Employee Achievement- satisfaction oriented Acceptance of leader Environmental Contingencies Jump to Appendix 2 long image descrip7on  Other Managerial Leadership Theories Situational Leadership Model Situa.onal leadership – A leadership theory that focuses on the readiness of followers Four styles: telling, selling, par7cipa7ng, delega7ng Telling - unable and unwilling Selling – unable and willing Par7cipa7ng – Able and unwilling Delega7ng - Able and willing Best style depends on follower ability/mo7va7on Situational Leadership Fielder Contingency Model Fielder Con7ngency leadership theory states that eBec7ve group performance depends on the proper match between the leader’s style of interac7ng with his or her followers and the degree to which the situa7on gives the leader control and inFuence (Robbin et al 2015) Fiedler’s Contingency Model Fiedler’s con7ngency situa7ons: Leader-member rela+ons - Degree of conSdence, trust and respect members have for leader. Task structure - Degree to which jobs are structured. Posi+on power - Degree to which leader has control over “power”: hiring, Sring, discipline, promo7ons, salary. Servant Leadership Serving followers toward their need fulSllment, personal development, and growth SelFess, egalitarian, humble, nurturing, empathe7c, ethical coaches Servant leader characteris7cs: 1.Natural calling to serve others 2.Humble, egalitarian, accep7ng rela7onship 3.Ethical decisions and ac7ons © Colin Mcconnell/Toronto Star/Ge>y Images Shared Leadership The view that leadership is a role, not a posi7on assigned to one person Employees lead each other Shared leadership Fourishes where: Formal leaders are willing to delegate power Collabora7ve (not compe77ve) culture Employees develop eBec7ve inFuence skills Authentic Leadership  Authentic leadership theory (ALT) is an offshoot of positive psychology and positive organizational scholarship.  Authentic leaders know themselves well, and they behave in ways that are consistent with their beliefs. (In other words, they “walk their talk.”)  Authentic leadership produces a number of positive effects in followers, beginning with increased commitment and performance. Followers are also likely to emulate the example of authentic leaders who set a high ethical standard.  Authentic leaders emphasize authenticity and self-awareness Johnson, (2015) – Organizational Ethics Authentic Leadership Know Yourself Be Yourself Engage in self-reFec7on Develop your own style Feedback from trusted Apply your values sources Maintain a posi7ve core Know your life story self-evalua7on Implicit Leadership Perspective Follower percep7ons of eBec7ve leaders 1. Leadership prototypes Preconceived beliefs about the features and behaviours of eBec7ve leaders Favourable evalua7on to leaders who St the prototype 2. Romance of leadership eBect It is easy to explain organiza7onal failures and success through leaders ability Due to need for situa7onal control Attributes of E;ective Leaders (1 of 4) Personality Most Big Five dimensions predict eBec7ve leadership Strongest are high extroversion and conscien7ousness Self-concept Complex, internally consistent, clear self-view as a leader Posi7ve self-evalua7on Transforma7onal and managerial leader self-view © dpa picture alliance archive/Alamy Stock Photo Attributes of E;ective Leaders (2 of 4) Leadership mo7va7on Mo7vated to lead others Strong need for socialized power Drive High need for achievement Related to high conscien7ous-ness and posi7ve self- concept Inquisi7veness, ac7on-oriented, boldness © dpa picture alliance archive/Alamy Stock Photo Attributes of E;ective Leaders (3 of 4) Integrity Truthfulness and consistency of words and ac7ons Judge dilemmas using sound values Related to honesty and ethical conduct Knowledge of the business Tacit and explicit knowledge of the organiza7on’s environment © dpa picture alliance archive/Alamy Stock Photo Attributes of E;ective Leaders (4 of 4) Cogni7ve/Prac7cal Intelligence Above average cogni7ve ability Superior ability to analyze complex alterna7ves and opportuni7es Able to use business knowledge to solve real-world problems Emo7onal Intelligence Recognize/regulate emo7ons in themselves and others © dpa picture alliance archive/Alamy Stock Photo Do we really need a leader? Task oriented leadership might be less important when performance based reward system keep employees directed toward organiza7onal goals Employee skills task oriented leadership Gender Issues in Leadership Male/female leaders have similar task- and people- oriented leadership Female leaders use more par7cipa7ve leadership Gender stereotypes and leader prototypes aBect followers' evalua7on of female leaders Women rated higher on emerging leadership styles Women in Leadership Inspira7onal Speech by Indra Nooyi | Be Consistent | M o7va7onal Video | Startup Stories - YouTube