Leadership PDF

Leadership  Leadership Being an Effective Leader Copyright © 2021 Pearson Education Ltd.  Learning Objectives 17.1 Define leader and leadership. Compare and contrast early theories of leadership. Describe the three major contingency theories of leadership. Describe c...

Leadership  Leadership Being an Effective Leader Copyright © 2021 Pearson Education Ltd.  Learning Objectives 17.1 Define leader and leadership. Compare and contrast early theories of leadership. Describe the three major contingency theories of leadership. Describe contemporary views of leadership. Compare the various theories of leadership for their validity. Discuss twenty-first century issues affecting leadership.  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  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)  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 lead demonstrate the willingness to take responsibility. Honesty Leaders build trusting relationships with followers by being truthful or and nondeceitful and by showing high consistency between word and deed. integrity Self- Followers look to leaders for an absence of self-doubt. Leaders, therefore, confidence need to show self-confidence in order to convince followers of the rightness of their goals and decisions. Intelligenc Leaders need to be intelligent enough to gather, synthesize, and interpret e large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions. Job- Effective leaders have a high degree of knowledge about the company, relevant industry, and technical matters. In-depth knowledge allows leaders to make knowledge well-informed decisions and to understand the implications of those decisions. Copyright © 2021 Pearson Education Ltd.  Exhibit 17.1 (cont.) Ten Traits Associated with Leadership Trait Description Extraversion Leaders are energetic, lively people. They are sociable, assertive, and rarely silent or withdrawn. Proneness to Guilt proneness is positively related to leadership guilt effectiveness because it produces a strong sense of responsibility for others. Emotional Empathetic leaders can sense others’ needs, listen Intelligence to what followers say (and don’t say), and read the reactions of others. Conscientiousne People who are disciplined and able to keep ss 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  University of Iowa Studies Autocratic style: a leader who dictates work methods, makes unilateral decisions, and limits employee participation Democratic style: a leader who involves employees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees Laissez-faire style: a leader who lets the group make decisions and complete the work in whatever way it sees fit  Ohio State Studies Initiating structure: the extent to which a leader defines his or her role and the roles of group members in attaining goals Consideration: the extent to which a leader has work relationships characterized by mutual trust and respect for group members’ ideas and feelings High–high leader: a leader high in both initiating structure and consideration behaviors  University of Michigan Studies Two dimensions of leadership: – Employee oriented – Production oriented  The Managerial Grid Managerial grid: a two-dimensional grid for appraising leadership styles  Exhibit 17.2 Behavioral Theories of Leadership Study Behavioral Dimension Conclusion University Democratic style: involving subordinates, Democratic style of of Iowa delegating authority, and encouraging leadership was most participation effective, although later Autocratic style: dictating work methods, studies showed mixed centralizing decision making, and limiting results. participation Laissez-faire style: giving group freedom to make decisions and complete work Ohio State Consideration: being considerate of followers’ High–high leader (high in ideas and feelings consideration and high in Initiating structure: structuring work and work initiating structure) relationships to meet job goals achieved high subordinate performance and satisfaction, but not in all situations. University Employee oriented: emphasized interpersonal Employee-oriented of Michigan relationships and taking care of employees’ leaders were associated needs with high group Production oriented: emphasized technical or productivity and higher task aspects of job job satisfaction. Managerial Concern for people: measured leader’s Leaders performed best Grid concern for subordinates on a scale of 1 to 9 with a 9,9 style (high  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  Fiedler’s Situational Contingencies Leader–member relations: describes the degree of confidence, trust, and respect employees have for their leader Task structure: describes the degree to which job assignments are formalized and structured Position power: describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions,  Exhibit 17.3 The Fiedler Model Exhibit 17.3 illustrates the Fiedler Model. Copyright © 2021 Pearson Education Ltd.  Hersey and Blanchard’s Situational Leadership Style Situational leadership theory (S L 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  SLT Leadership Styles Telling (high task–low relationship) Selling (high task–high relationship) Participating (low task–high relationship) Delegating (low task–low relationship)  Four Stages of Follower Readiness R1: both unable and unwilling R2: unable but willing R3: able but unwilling R4: both able and willing  Path-Goal Model Path-goal theory: a leadership theory that says the leader’s job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization  Four Leadership Behaviors Directive leader Supportive leader Participative leader Achievement-oriented leader  Exhibit 17.4 Path-Goal Model Exhibit 17.4 illustrates that path-goal theory proposes two situational or contingency variables that moderate the leadership behavior– outcome relationship. Copyright © 2021 Pearson Education Ltd.  Leader-Member Exchange (L M X) Theory Leader-member exchange theory (L M X): the leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction  Charismatic Leadership Charismatic leader: an enthusiastic, self- confident leader whose personality and actions influence people to behave in certain ways  Transformational/ Transactional Leadership Transactional leaders: leaders who lead primarily by using social exchanges (or transactions) Transformational leaders: leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes  Authentic Leadership Authentic leadership: leaders who know who they are, know what they believe in, and act on those values and beliefs openly and candidly  Ethical Leadership An ethical leader puts public safety ahead of profits, holds culpable employees accountable, and creates a culture in which employees feel that they could and should do a better job.  Servant Leadership and Followership Servant leaders go beyond their own self-interest and focus on helping followers grow and develop. Followership maintains leaders need good followers to be effective. Good follower traits are: – Ability to self manage – They have a strong commitment to purpose – Enthusiasm – They build competence  Integrating Theories of Leadership (1 of 2) Traits: traits probably play a small role in leadership. Behaviors: three metacategories of behaviors appear to be the most important leadership behaviors. 1. Task-oriented behavior 2. Relations-oriented behavior 3. Change-oriented behavior  Integrating Theories of Leadership (2 of 2) Contingency factors: the most relevant contingency factors affecting leadership are: – Follower’s experience – Follower’s ability – Organizational culture – National culture  Managing Power (1 of 2) 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  Managing Power (2 of 2) 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  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 Competence Consistency Loyalty Openness  Leading Virtual Teams Emerging technologies make working remotely more and more common. The lack of a “face-to-face” feature presents unique leadership challenges. Managers need to become effective virtual leaders. The informal interaction or “water cooler talk” is restricted in the virtual world. Managers need to overcome this in some way.  Leadership Training Leader training is most effective when there are multiple sessions that combine: – Information – Demonstration – Practice-methods Some people aren’t meant to be leaders.  When Leadership May Not Be Important Some factors may negate the leader’s influence. These factors are: – High levels of experience – Education – Training – Professional orientation – Indifference toward organizational rewards  Review Learning Objective 17.1 Define leader and leadership. – A leader influences and has authority – Leadership involves influencing a group to achieve its goal – Leading is a function of management  Review Learning Objective 17.2 Compare and contrast early theories of leadership. – University of Iowa studies – Ohio State studies – University of Michigan studies – Managerial grid  Review Learning Objective 17.3 Describe the three major contingency theories of leadership. – Fiedler’s model – Hersey and Blanchard’s situational leadership theory – Path goal model, Robert House  Review Learning Objective 17.4 Discuss contemporary views of leadership. – Leader-membership exchange theory (L M X) – Transactional/transformational leader – Charismatic/visionary leader – Authentic leadership – Ethical leadership – Team leader  Review Learning Objective 17.5 Compare the various theories of leadership for their validity. – Traits may play a very small role in defining leaders – Relationship-oriented behaviors are the most important leadership behavior – Contingency factors most relevant to leadership are follower’s experience and ability; and organizational and national culture  Review Learning Objective 17.6 Describe twenty-first century issues affecting leadership. – Five sources of a leader’s power – Issues of: managing power developing trust empowering employees leading across cultures becoming an effective leader