Management: Leading and Leadership Development (PDF)

Management Fifth Canadian Edition John R. Schermerhorn, Bachrach, Jr. Barry Wright Chapter 14 Leading and Leadership Development This slide deck contains anima...

Management Fifth Canadian Edition John R. Schermerhorn, Bachrach, Jr. Barry Wright Chapter 14 Leading and Leadership Development This slide deck contains animations. Please disable animations if they cause issues with your device. Copyright ©2021 John Wiley & Sons Canada, Ltd. Learning Objectives 14.1 Discuss leadership and explain its foundations in power, vision, and service. 14.2 Describe key leader behaviours that impact leadership effectiveness. 14.3 Identify how situational contingencies influence leadership effectiveness. 14.4 Summarize the challenges of personal leadership development. Copyright ©2021 John Wiley & Sons 2 Canada, Ltd. The Nature of Leadership (1 of 13) Leadership The process of inspiring others to work hard to accomplish important tasks One of the four functions that constitute the management process Copyright ©2021 John Wiley & Sons 3 Canada, Ltd. The Nature of Leadership (2 of 13) Leading viewed in relationship to the other management functions Copyright ©2021 John Wiley & Sons 4 Canada, Ltd. The Nature of Leadership (3 of 13) Power The ability to get someone else to do something you want done or make things happen the way you want Power should be used to influence and control others for the common good, rather than seeking to exercise control for personal satisfaction Copyright ©2021 John Wiley & Sons 5 Canada, Ltd. The Nature of Leadership (4 of 13) Two sources of managerial power: Position power Based on a manager’s official status in the organization’s hierarchy of authority Personal power Based on the unique personal qualities that a person brings to the leadership situation Copyright ©2021 John Wiley & Sons 6 Canada, Ltd. The Nature of Leadership (5 of 13) Sources of position power: Reward power - capability to offer something of value Coercive power - capability to punish or withhold positive outcomes Legitimate power - organizational position or status confers the right to control those in subordinate positions Copyright ©2021 John Wiley & Sons 7 Canada, Ltd. The Nature of Leadership (6 of 13) Sources of personal power: Expert Power – ability to influence behaviours through skills, knowledge, reputation Information and Networking Power – ability to influence behaviours through access to information and contacts Referent Power – ability to influence behaviours through identification with others Copyright ©2021 John Wiley & Sons 8 Canada, Ltd. The Nature of Leadership (7 of 13) Position Power Copyright ©2021 John Wiley & Sons 9 Canada, Ltd. The Nature of Leadership (8 of 13) Personal power Copyright ©2021 John Wiley & Sons 10 Canada, Ltd. The Nature of Leadership (9 of 13) The power paradox There is a human tendency to misuse or abuse power The skills most important to obtaining power are the skills that deteriorate once power is obtained The five-fold path to enduring power: o Be aware of your feelings about power o Practice humility o Stay focused on others and give o Practice respect o Change the psychological context of Copyright ©2021 John Wiley & Sons Canada, Ltd. 11 The Nature of Leadership (10 of 13) Visionary leadership Vision o A future that one hopes to create or achieve in order to improve upon the present state of affairs Visionary leadership o A leader who brings to the situation a clear and compelling sense of the future, as well as an understanding of the actions needed to get there successfully Copyright ©2021 John Wiley & Sons 12 Canada, Ltd. The Nature of Leadership (11 of 13) Servant leadership Commitment to serving others Followers more important than leader “Other centered” not “self-centered” Power not a “zero-sum” quantity Focuses on empowerment, not power Copyright ©2021 John Wiley & Sons 13 Canada, Ltd. The Nature of Leadership (12 of 13) Empowerment The process through which managers enable and help others to gain power and achieve influence Effective leaders empower others by providing them with: o Information o Responsibility o Authority o Trust Copyright ©2021 John Wiley & Sons 14 Canada, Ltd. The Nature of Leadership (13 of 13) Leadership and followership Leadership and followership work collaboratively Followership is the act of joining with a leader to accomplish tasks and goals The view is that leadership is something co- produced by leaders and followers Copyright ©2021 John Wiley & Sons 15 Canada, Ltd. Leadership Traits and Behaviours (1 of 5) Important traits for leadership success: Drive Self-confidence Creativity Cognitive ability Job-relevant knowledge Motivation Flexibility Honesty and integrity Copyright ©2021 John Wiley & Sons 16 Canada, Ltd. Leadership Traits and Behaviours (2 of 5) Leadership behaviour Leadership behaviour theories focus on how leaders behave when working with followers Leadership styles are recurring patterns of behaviours exhibited by leaders Basic dimensions of leadership behaviours: o Concern for the task to be accomplished o Concern for the people doing the work Copyright ©2021 John Wiley & Sons 17 Canada, Ltd. Leadership Traits and Behaviours (3 of 5) Task concerns People concerns Plans and defines Acts warm and work to be done supportive toward Assigns task followers responsibilities Develops social Sets clear work rapport with followers standards Respects the feelings Urges task of followers completion Is sensitive to Monitors followers’ needs performance results Shows Copyright ©2021 John Wiley & Sons trust in 18 Canada, Ltd. Leadership Traits and Behaviours (4 of 5) Classic leadership styles combining concerns for task and concerns for people Copyright ©2021 John Wiley & Sons 19 Canada, Ltd. Leadership Traits and Behaviours (5 of 5) Classic leadership styles: Autocratic style o Emphasizes task over people Human relations style o Emphasizes people over task Laissez-faire style o Shows little concern for task Democratic style o Committed to both task and people Copyright ©2021 John Wiley & Sons 20 Canada, Ltd. Contingency Approaches to Leadership (1 of 25) Fiedler’s Contingency Model Good leadership depends on a match between leadership and situational demands Determining leadership style: o Low LPC  task-motivated leaders o High LPC  relationship-motivated leaders Leadership is part of one’s personality, and therefore relatively enduring and difficult to change Leadership style must be fit to the situation Copyright ©2021 John Wiley & Sons 21 Canada, Ltd. Contingency Approaches to Leadership (2 of 25) Fiedler’s contingency model Diagnosing situational control: o Quality of leader-member relations (good or poor) o Degree of task structure (high or low) o Amount of position power (strong or weak) Copyright ©2021 John Wiley & Sons 22 Canada, Ltd. Contingency Approaches to Leadership (3 of 25) Fiedler’s contingency model Task-motivated leaders are most successful in: o Very favorable (high control) situations o Very unfavorable (low control) situations Relationship-motivated leaders are most successful in: o Situations of moderate control Copyright ©2021 John Wiley & Sons 23 Canada, Ltd. Contingency Approaches to Leadership (4 of 25) Predictions on style–situation fit from Fiedler’s contingency leadership model Copyright ©2021 John Wiley & Sons 24 Canada, Ltd. Contingency Approaches to Leadership (5 of 25) Hersey-Blanchard situational leadership model Leaders adjust their styles depending on the readiness, or task maturity, of their followers o Readiness — how able, willing, or confident followers are in performing required tasks Copyright ©2021 John Wiley & Sons 25 Canada, Ltd. Contingency Approaches to Leadership (6 of 25) Leadership implications of the Hersey-Blanchard situational leadership model Copyright ©2021 John Wiley & Sons 26 Canada, Ltd. Contingency Approaches to Leadership (7 of 25) Hersey-Blanchard leadership styles: Delegating o Low-task, low-relationship style o Works best in high readiness-situations Participating o Low-task, high-relationship style o Works best in low- to moderate-readiness situations Copyright ©2021 John Wiley & Sons 27 Canada, Ltd. Contingency Approaches to Leadership (8 of 25) Hersey-Blanchard leadership styles: Selling o High-task, high-relationship style o Work best in moderate- to high-readiness situations Telling o High-task, low-relationship style o Work best in low-readiness situations Copyright ©2021 John Wiley & Sons 28 Canada, Ltd. Contingency Approaches to Leadership (9 of 25) House’s path-goal leadership theory Suggests that leaders can use all of the leadership styles below, shifting back and forth Leadership styles for dealing with path-goal relationships: o Directive leadership o Supportive leadership o Achievement-oriented leadership o Participative leadership Copyright ©2021 John Wiley & Sons 29 Canada, Ltd. Contingency Approaches to Leadership (10 of 25) Path-goal leadership styles Directive leadership Communicate expectations Give directions Schedule work Maintain performance standards Clarify leader’s role Copyright ©2021 John Wiley & Sons 30 Canada, Ltd. Contingency Approaches to Leadership (11 of 25) Path-goal leadership styles Supportive leadership Make work pleasant Treat group members as equals Be friendly and approachable Show concern for subordinates’ well-being Copyright ©2021 John Wiley & Sons 31 Canada, Ltd. Contingency Approaches to Leadership (12 of 25) Path-goal leadership styles Achievement-oriented leadership Set challenging goals Expect high performance levels Emphasize continuous performance improvement Display confidence in meeting high standards Copyright ©2021 John Wiley & Sons 32 Canada, Ltd. Contingency Approaches to Leadership (13 of 25) Path-goal leadership styles Participative leadership Involve subordinates in decision making Consult with subordinates Ask for subordinates’ suggestions Use subordinates’ suggestions Copyright ©2021 John Wiley & Sons 33 Canada, Ltd. Contingency Approaches to Leadership (14 of 25) When to use House’s leadership styles: Use directive leadership when job assignments are ambiguous Use supportive leadership when worker self- confidence is low Use participative leadership when performance incentives are poor Use achievement-oriented leadership when task challenge is insufficient Copyright ©2021 John Wiley & Sons 34 Canada, Ltd. Contingency Approaches to Leadership (15 of 25) Substitutes for leadership Factors in the work setting that direct the work efforts without the involvement of the leader o Follower characteristics Ability, experience, independence o Task characteristics Routine, feedback o Organization characteristics Clarity of plans, formalized rules and procedures Copyright ©2021 John Wiley & Sons 35 Canada, Ltd. Contingency Approaches to Leadership (16 of 25) Leader-Member Exchange Theory (LMX) Not all people are treated the same by leaders in leadership situations o “In groups” High LMX – enjoy special relationship with manager, resulting in favourable treatment o “Out groups” Low LMX – have less than special relationship with manager, resulting in less than favourable treatment Copyright ©2021 John Wiley & Sons 36 Canada, Ltd. Contingency Approaches to Leadership (17 of 25) Leader-Member Exchange Theory (LMX) High LMX relationship o favourable personality o competency o compatibility Low LMX relationship o low competency o unfavorable personality o low compatibility Copyright ©2021 John Wiley & Sons 37 Canada, Ltd. Contingency Approaches to Leadership (18 of 25) Elements of leader–member exchange (LMX) theory Copyright ©2021 John Wiley & Sons 38 Canada, Ltd. Contingency Approaches to Leadership (19 of 25) Vroom-Jago leader-participation theory Helps leaders choose the method of decision making that best fits the nature of the problem situation Basic decision-making choices: o Authority decision – leader makes the decision o Consultative decision – leader consults with team members o Group decision – team makes the decision, with or without leader participation Copyright ©2021 John Wiley & Sons 39 Canada, Ltd. Contingency Approaches to Leadership (20 of 25) Leadership implications of the Vroom-Jago leader- participation model Copyright ©2021 John Wiley & Sons 40 Canada, Ltd. Contingency Approaches to Leadership (21 of 25) Decision-making options in the Vroom-Jago leader-participation theory: Decide alone Consult individually Consult with group Facilitate Delegate Copyright ©2021 John Wiley & Sons 41 Canada, Ltd. Contingency Approaches to Leadership (22 of 25) Contingency factors in the Vroom-Jago leader- participation theory: Decision quality o Who has the information needed for problem solving Decision acceptance o Importance of subordinate acceptance to eventual implementation Decision time o Time available to make and implement the decision Copyright ©2021 John Wiley & Sons 42 Canada, Ltd. Contingency Approaches to Leadership (23 of 25) According to Vroom-Jago leader-participation theory, a leader should use authority-oriented decision methods when: The leader has greater expertise to solve a problem The leader is confident and capable of acting alone Others are likely to accept and implement the decision Little or no time is available for discussion Copyright ©2021 John Wiley & Sons 43 Canada, Ltd. Contingency Approaches to Leadership (24 of 25) According to Vroom-Jago leader-participation theory, a leader should use group-oriented and participative decision methods when: the leader lacks sufficient information to solve a problem by himself/herself the problem is unclear and help is needed to clarify the situation acceptance of the decision and commitment by others is necessary for implementation adequate time is available for true participation Copyright ©2021 John Wiley & Sons 44 Canada, Ltd. Contingency Approaches to Leadership (25 of 25) Benefits of participative decision methods: Help improve decision quality Help improve decision acceptance Help develop leadership potential Potential disadvantages of participative decision methods: Lost efficiency Not particularly useful when problems must be solved immediately Copyright ©2021 John Wiley & Sons 45 Canada, Ltd. Personal Leadership Development (1 of 9) Superleaders Persons whose vision and strength of personality have an extraordinary impact on others Charismatic leaders Develop special leader-follower relationships and inspire others in extraordinary ways Copyright ©2021 John Wiley & Sons 46 Canada, Ltd. Personal Leadership Development (2 of 9) Transformational leader Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments Copyright ©2021 John Wiley & Sons 47 Canada, Ltd. Personal Leadership Development (3 of 9) Emotional intelligence The ability of people to manage emotions in social relationships Characteristics of the emotionally intelligent leader: o High self-awareness o Motivated and persistent o High social awareness o Good self management o Good relationship management Copyright ©2021 John Wiley & Sons 48 Canada, Ltd. Personal Leadership Development (4 of 9) Gender and leadership Gender similarities hypothesis o Males and females have similar psychological properties o Men and women can be equally effective leaders o Men and women are sometimes perceived as using different styles of leadership Copyright ©2021 John Wiley & Sons 49 Canada, Ltd. Personal Leadership Development (5 of 9) Gender and leadership Women tend to use interactive leadership o A style that shares qualities with transformational leadership o Leaders with this style are democratic, participative, and inclusive. Men tend to use transactional leadership and are more directive Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace Copyright ©2021 John Wiley & Sons 50 Canada, Ltd. Personal Leadership Development (6 of 9) Moral leadership Ethical leadership that is always “good” and “correct” Integrity involves the leader’s honesty, credibility, and consistency in putting values into action Moral overconfidence is an overly positive view of one’s strength of character Authentic leadership activates positive psychological states to achieve self awareness and positive self-regulation. Copyright ©2021 John Wiley & Sons 51 Canada, Ltd. Personal Leadership Development (7 of 9) Character leadership Has the values, traits, and virtues that engender credibility and trust Possesses attributes such as conscientiousness, openness, extroversion, agreeableness, neuroticism Includes attributes of self-confidence, ambition, perfectionism, dominance, and persistence Leaders’ values reveal what they consider to be worthwhile Virtues are behavioural habits that leaders can display consistently Copyright ©2021 John Wiley & Sons Canada, Ltd. 52 Personal Leadership Development (8 of 9) Drucker’s “good old-fashioned” leadership Leadership is more than charisma; it is “good old-fashioned” hard work Leadership effectiveness must have strong foundations Copyright ©2021 John Wiley & Sons 53 Canada, Ltd. Personal Leadership Development (9 of 9) Peter Drucker’s Straight Talk on Leadership Defining and communicating a clear vision Accepting leadership as a “responsibility” rather than a rank Surround yourself with talented people Don’t blame others when things go wrong Keep your integrity, earn trust Don’t be clever, be consistent Copyright ©2021 John Wiley & Sons 54 Canada, Ltd. Copyright Copyright © 2021 John Wiley & Sons Canada, Ltd. All rights reserved. Reproductions or translations of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein. Copyright ©2021 John Wiley & Sons 55 Canada, Ltd.