1 the nature and importance of leadership

8/7/2019 1 the Nature and Importance of Leadership

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Leadership: Research Findings, Practice and Skills

4th

Edition, Andrew J. DuBrinCopyright Houghton Mifflin Company


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Explain the meaning of leadership and how itdiffers from management.

Describe how leadership influences

organizational performance. Pinpoint several important leadership roles.

Identify the major satisfactions and frustrationsassociated with the leadership role.

Describe a framework for understandingleadership.

Recognize how leadership skills are developed.


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The ability to inspire confidence and supportamong the people who are needed to achieveorganizational goals

May be considered a long-term relationship, orpartnership, between leaders and group members


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Interpersonal influence, directed throughcommunication toward goal attainment

The influential increment over and above

mechanical compliance with directions and orders An act that causes others to act or respond in a

shared direction


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The art of inf luencing people by persuasion orexample to follow a line of action

The principle dynamic force that motivates and

coordinates the organization in theaccomplishment of its objectives

A willingness to take the blame


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Not found only among people in high-levelpositions

Needed at all levels

Can be practiced to some extent by persons notassigned to formal leadership positions

The ability to lead effectively is a rare quality


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The power between leader and group members isapproximately balanced

Described [Block] as the opposite of parenting

One person (parent) takes responsibility for the welfareof the other (child)


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Partnership occurs when control shifts from theleader to the group members

From authoritarianism towards shared decision making


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Four things necessary in a partnership:

Exchange of purpose Through dialogue leaders help articulate a widely accepted

vision

A right to say no Can lose an argument but never a voice

Joint accountability Each person takes personable accountability for the success

and failure of the organizational unit

Absolute honesty Not telling the truth is an act of betrayal


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Leadership deals with:

Change

Inspiration

Motivation Influence

Management dealswith:

Planning

Organizing Directing

Controlling


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Leadership deals with the interpersonal aspects ofa mangers job

Planning, organizing and controlling deal with the

administrative aspects Mangers must know how to lead as well as

manage [Kotter]

Without being lead as well as managed, organizations

face the threat of extinction


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Visionary

Passionate

Creative

Inspiring Innovative

Courageous

Imaginative Experimental

Independent

Shared Knowledge

Trusting

Warm and Radiant Expresses Humility

Initiator

Acts as Coach,Consultant, Teacher

Does the right things


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Rational

Business-like

Persistent

Tough-minded Analytical

Structured

Deliberative Authoritative

Stabilizing

Centralizes knowledge

Guarded

Cool and Reserved Rarely admits being

wrong

Implementer

Acts as a Boss

Does things right


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In the study of leadership it is important not todownplay the importance of management

Effective leaders have to be good managers

At least supported by effective managers Effective leaders also manage and effective

managers also lead


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The results of one study showed

Transactional (routine) leadership was not significantlyrelated to performance

Charismatic (inspirational) leadership was slightly,positively related to performance

In an uncertain environment, charismatic leadershipwas more strongly related to performance


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The process of attributing causality to events

To simplify and understand complex socialsystems of human interaction, people interpret

events in human terms Most organizational successes are attributed to

heroic leaders


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Three major arguments against the importance ofleadership include:

Substitutes for leadership

Leader irrelevance

Complexity theory


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Situational factors have the largest impact onoutcomes

Outside the leaders control

High-level leaders have unilateral control overonly a few resources

Control over these resources is limited by obligations tostakeholders

Firms choose new leaders whose values andbehaviors are similar to previous leaders


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Organizations are complex systems that cannot beexplained by the usual rules of nature

Leaders and managers can do little to alter the

course of the complex organizational system A companys fate is determined by factors outside

the leader/managers control


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Figurehead

Spokesperson

Negotiator

Coach and motivator

Team builder

Team player

Technical problemsolver

Entrepreneur Strategic planner


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A feeling of power and prestige

A chance to help others grow and develop

High income

Respect and status

Good opportunities for advancement

A feeling of being in on things

An opportunity to control resources


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Too much uncompensated overtime

Too many headaches

Not enough authority to carry out responsibility

Loneliness

Too many problems involving people

Too much organizational politics


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Leader characteristics and traits

Inner qualities that help a leader function effectively inmany situations Self-confidence and problem solving skills

Leader behavior and style

The activities engaged in by the leader Characteristic approach related to his or her effectiveness


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Group member characteristics

Attributes of the group that have a bearing on howeffective the leadership attempts will be

Internal and external environment


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Self-management

Think for oneself and to work well without closesupervision

Commitment Committed to something beyond self


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Competence and focus

Build competence and focus efforts for maximumimpact

Courage Independent critical thinkers

Fight for what is right


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Leading is a major part of a managers job

Some research supports the view that the leaderaffects organizational performance

The concepts of substitutes for leadership, leaderirrelevance, and complexity theory suggest thatleadership matters little

Leadership involves carrying out at least nine

different roles There are many sources of both satisfaction and

frustration to leaders


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Leadership is a function of:

Leader characteristics and traits

Leader behavior and style

Group member characteristics

Internal and external environments

1 the nature and importance of leadership

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