Chapter 17: Being an Effective Leader PDF

Management Fifteenth Edition, Global Edition Chapter 17 Being an Effective Leader MGT 201 – Fundamentals of Management Alaa Hamade...

Management Fifteenth Edition, Global Edition Chapter 17 Being an Effective Leader MGT 201 – Fundamentals of Management Alaa Hamade Copyright © 2021 Pearson Education Ltd. Who Are Leaders and What is Leadership? Leader: someone who can influence others and who has managerial authority Leadership: a process of influencing a group to achieve goals Copyright © 2021 Pearson Education Ltd. Leadership Traits Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful who can influence others and who has managerial authority. It proved impossible to identify a set of traits that would always differentiate a leader (the person) from a nonleader of influencing a group to achieve goals. Copyright © 2021 Pearson Education Ltd. Exhibit 17.1 Ten Traits Associated with Leadership Trait Description Drive Leaders exhibit a high effort level. They have a relatively high desire for achievement, they are ambitious, they have a lot of energy, they are tirelessly persistent in their activities, and they show initiative. Desire to Leaders have a strong desire to influence and lead others. They demonstrate the lead willingness to take responsibility. Honesty Leaders build trusting relationships with followers by being truthful or nondeceitful and and integrity by showing high consistency between word and deed. Self- Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to confidence show self-confidence in order to convince followers of the rightness of their goals and decisions. Intelligence Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions. Job-relevant Effective leaders have a high degree of knowledge about the company, industry, and knowledge technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions. Extraversion Leaders are energetic, lively people. They are sociable, assertive, and rarely silent or withdrawn. Proneness Guilt proneness is positively related to leadership effectiveness because it produces a to guilt strong sense of responsibility for others. Copyright © 2021 Pearson Education Ltd. Exhibit 17.1 (cont.) Ten Traits Associated with Leadership Trait Description Emotional Empathetic leaders can sense others’ needs, listen to Intelligence what followers say (and don’t say), and read the reactions of others. Conscientiousness People who are disciplined and able to keep commitments have an apparent advantage when it comes to leadership. Copyright © 2021 Pearson Education Ltd. Leadership Behaviors Behavioral theories: leadership theories that identify behaviors that differentiate effective leaders from ineffective leaders Copyright © 2021 Pearson Education Ltd. Exhibit 17.2 Behavioral Theories of Leadership Study Behavioral Dimension Conclusion University of Democratic style: involving subordinates, delegating Democratic style of Iowa authority, and encouraging participation leadership was most Autocratic style: dictating work methods, centralizing effective, although later decision making, and limiting participation studies showed mixed Laissez-faire style: giving group freedom to make results. decisions and complete work Ohio State Consideration: being considerate of followers’ ideas High–high leader (high in and feelings consideration and high in Initiating structure: structuring work and work initiating structure) achieved relationships to meet job goals high subordinate performance and satisfaction, but not in all situations. University of Employee oriented: emphasized interpersonal Employee-oriented leaders Michigan relationships and taking care of employees’ needs were associated with high Production oriented: emphasized technical or task group productivity and higher aspects of job job satisfaction. Managerial Concern for people: measured leader’s concern for Leaders performed best with Grid subordinates on a scale of 1 to 9 (low to high) a 9,9 style (high concern for Concern for production: measured leader’s concern production and high concern for getting job done on a scale of 1 to 9 (low to high) for people). Copyright © 2021 Pearson Education Ltd. The Fiedler Model Fiedler contingency model: a leadership theory proposing that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allows the leader to control and influence Least-preferred coworker (LPC) questionnaire: a questionnaire that measures whether a leader is task or relationship oriented Copyright © 2021 Pearson Education Ltd. Fiedler’s Situational Contingencies Leader–member relations: describes the degree of confidence, trust, and respect employees have for their leader (good/poor) Task structure: describes the degree to which job assignments are formalized and structured (high/low) Position power: describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases (strong/weak) Copyright © 2021 Pearson Education Ltd. Exhibit 17.3 The Fiedler Model Exhibit 17.3 illustrates the Fiedler Model. Copyright © 2021 Pearson Education Ltd. Hersey and Blanchard’s Situational Leadership Theory Situational leadership theory (SL T): a leadership contingency theory that focuses on followers’ readiness Readiness: the extent to which people have the ability and willingness to accomplish a specific task Copyright © 2021 Pearson Education Ltd. SLT Leadership Styles Telling (high task–low relationship leadership): The leader defines roles and tells people what, how, when and where to do various tasks. Selling (high task–high relationship leadership): The leader provides both directive and supportive behavior. Participating (low task–high relationship leadership): The leader and the followers share in the decision making, the main role of the leader is facilitating and communicating. Delegating (low task–low relationship leadership): The leader provides little direction or support. Copyright © 2021 Pearson Education Ltd. Four Stages of Follower Readiness R1: followers are unable and unwilling. Followers are not competent or confident. R2: followers are unable but willing. Followers are motivated but lack the appropriate skills. R3: followers are able but unwilling. Followers are competent but do not want to do something. R4: followers are able and willing. Followers are competent and motivated. Copyright © 2021 Pearson Education Ltd. Managing Power Legitimate power: the power a leader has as a result of his or her position in the organization Coercive power: the power a leader has to punish or control Reward power: the power a leader has to give positive rewards Expert power: power that’s based on expertise, special skills, or knowledge Referent power: power that arises because of a person’s desirable resources or personal traits Copyright © 2021 Pearson Education Ltd. Developing Trust Credibility: the degree to which followers perceive someone as honest, competent, and able to inspire Trust: the belief in the integrity, character, and ability of a leader Five Dimensions of Trust: – Integrity – honesty and truthfulness – Competence – technical and interpersonal skills – Consistency – reliable, predictable, and good judgment – Loyalty – willing to protect, physically and emotionally – Openness – willing to share ideas and information Copyright © 2021 Pearson Education Ltd.