Fundamentals of Management - Leadership PDF

Fundamentals of Management Robbin- Chapter 8, Page: 231 Chapter 3 Understanding Leadership Learning Objectives 12.1 Define leader and leadership. 12.2 Compare and contrast early leadership theories. 12.3 Describe the four major contingency leadership theories. 12.4 Describe modern views o...

Fundamentals of Management Robbin- Chapter 8, Page: 231 Chapter 3 Understanding Leadership Learning Objectives 12.1 Define leader and leadership. 12.2 Compare and contrast early leadership theories. 12.3 Describe the four major contingency leadership theories. 12.4 Describe modern views of leadership and the issues facing today’s leaders. 12.5 Discuss trust as the essence of leadership. Leaders and Leadership Leader: Someone who can influence others and who has managerial authority. Leadership: Is the process of leading a group and influencing that group to achieve its goals. Leaders and Leadership Are Managers Leaders? Managers VS Leaders Trait Theories of Leadership What Traits Do Leaders Have? Exhibit 12-1 Traits Associated with Leadership Source: Based on S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; and T. A. Judge, J. E. Bono, R. Ilies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–80.  Willingness to take Responsibility Ambitious Trust Relationship Intelligent Knowledge Energetic Emotional Intelligent Behavioral Theories of Leadership University of lowa and Ohio State Studies University of Iowa 4 Ohio State 5 Behavioral Dimension Behavioral Dimension Democratic style: involving Consideration: being considerate of subordinates, delegating authority, and followers’ ideas and feelings encouraging participation Initiating structure: structuring work and Autocratic style: dictating work methods, work relationships to meet job goals centralizing decision making, and limiting participation CONCLUSION Laissez-faire style: giving group freedom High–high leader (high in consideration to make decisions and complete work and high in initiating structure) achieved CONCLUSION high subordinate performance and satisfaction, but not in all situations Democratic style of leadership was most effective, although later studies showed mixed results. University of Michigan Study and Managerial Grid University of Michigan 6 Managerial Grid 7 Behavioral Dimension Behavioral Dimension Employee oriented: emphasized Concern for people: measured leader’s interpersonal relationships and taking concern for subordinates on a scale of 1 care of employees’ needs to 9 (low to high) Production oriented: emphasized Concern for production: measured technical or task aspects of job leader’s concern for getting job done on a scale 1 to 9 (low to high) CONCLUSION CONCLUSION Employee-oriented leaders were associated with high group productivity Leaders performed best with a 9,9 style and higher job satisfaction. (high concern for production and high concern for people). Situational Leadership Which leadership styles might be suitable in different situations, and what are those different situations? Situational Leadership Theory (1 of 2) Why does a leadership theory focus on the followers? What does readiness mean? Accept or reject the leader Actions of his or her followers The ability and willingness to accomplish a specific task. Paul Hersey and Ken Blanchard  Situational Leadership Theory (2 of 2) LEADER FOLLOWERS Telling (high task–low relationship): The R1: People are both unable and unwilling to take leader defines roles and tells people what, responsibility for doing something. how, when, and where to do various tasks. They are neither competent nor confident. Selling (high task–high relationship): The R2: People are unable but willing to do the leader provides both directive and necessary job tasks. They are motivated but supportive behavior. currently lack the appropriate skills. Participating (low task–high relationship): R3: People are able but unwilling to do what the The leader and followers share in decision leader wants. making; the main role of the leader is facilitating and communicating. R4: People are both able and willing to do what is Delegating (low task–low relationship): asked of them. The leader provides little direction or support.  Situational Leadership Theory (2 of 2) Now—let’s put the two together! If followers are at R1 (unable and unwilling to do a task), the leader needs to use the telling style and give clear and specific directions. If followers are at R2 (unable and willing), the leader needs to use the selling style and display high task orientation to compensate for the followers’ lack of ability and high relationship orientation to get followers to “buy into” the leader’s desires. If followers are at R3 (able and unwilling), the leader needs to use the participating style to gain their support. If followers are at R4 (both able and willing), the leader doesn’t need to do much and should use the delegating style. Situational Leadership Theory (2 of 2) Now—let’s put the two together! Path-Goal Theory A leadership theory that says the leader’s job is to assist his or her followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. Path-Goal Theory Four leadership behaviors: 1. Directive leader 2. Supportive leader 3. Participative leader 4. Achievement-oriented leader Path-Goal Theory Supportive leader: Leader is friendly and shows concern for the needs of followers. Directive leader: Achievement-oriented leader: Leader lets subordinates know what is expected Leader sets challenging goals and expects of them, schedules work to be done, and gives followers to perform at their highest level. specific guidance on how to accomplish tasks. Participative leader: Leader consults with group members and uses their suggestions before making a decision. The Path-Goal Model Exhibit 12-4 Path-Goal Model Path-Goal Theory Charismatic vs. Visionary Leaders It’s good to be charismatic! Charismatic vs. Visionary Leaders Charismatic Leaders: An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. For example, Martin Luther King Jr. used his charisma to bring about social equality through nonviolent means, Visionary Leaders: The ability to create and articulate a realistic, credible, and attractive vision of the future that improves on the present situation. Emotion and Inspire Enthusiasm Steve Jobs achieved unwavering loyalty and commitment from Apple Computer’s employees by articulating a vision of a company that would become a world leader. Charismatic vs. Visionary Leaders Visionary Leaders: First is the ability to explain the vision to others by making the vision clear in terms of required goals and actions through clear oral and written communication. The second skill is the ability to express the vision not just verbally but through behaviour , which requires behaving in ways that continuously convey and reinforce the vision. The third skill is the ability to extend or apply the vision to different leadership contexts. – For example, the vision has to be as meaningful to the people in accounting Transactional vs. Transformational Leaders Transactional Leaders: Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Lead primarily by using social exchanges (or transactions). Transformational Leaders: Stimulate and inspire (transform) followers to achieve extraordinary outcomes. Transactional vs. Transformational Leaders Transformational Leaders: Pay attention to the concerns and developmental needs of individual followers; they change followers’ awareness of issues by helping those followers look at old problems in new ways; and they are able to excite, arouse, and inspire followers to put out extra effort to achieve group goals. Transformational leaders turn followers into believers on a vision, working toward what they believe is really important. “Part of a leader’s role is to set the vision for the company and to communicate that vision to staff to get their buy-in,” Leaders and Teams Exhibit 12-5 Team Leader Roles The Importance of Trust Building trust: Practice openness Be fair Speak your feelings Why is it important that Tell the truth followers trust their leaders? Be consistent Fulfill your promises Maintain confidences Demonstrate confidence Trust 5 Dimensions of trust: Integrity: Honesty and truthfulness Competence: Technical and interpersonal knowledge and skills Consistency: Reliability, predictability, and good judgment in handling situations Loyalty: Willingness to protect a person, physically and emotionally Openness: Willingness to share ideas and information freely Discussion Trust is crucial to leading a group effectively. Discuss a time when a leader did not have the trust of the group you were in and how it affected the group’s performance.