management richard l. daft. leadership chapter 16

MANAGEMENT

RICHARD L. DAFT

Leadership

CHAPTER 16

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chapter14• Define leadership and explain its importance for organizations.

• Describe how leadership is changing in today’s organizations.

• Identify personal characteristics associated with effective leaders.

• Define task-oriented behavior and people-oriented behavior and explain how these categories are used to evaluate and adapt leadership style.

• Describe Hershey and Blanchard's situational theory and its application to subordinate participation.

• Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors.

• Describe transformational leadership and when it should be used.

• Explain how followership is related to effective leadership.

• Identify sources of leader power and the tactics leaders use to influence others.

• Explain servant leadership and moral leadership and their importance in contemporary organizations.

Learning Outcomes

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What’s Your Personal Style?

• Some of the most attitudes and behaviors in an organization are those of its leaders

• There are many variations to leadership

• Ideas about leadership change over time

• Leadership depends on organization and situation

• Leadership is one of the most widely researched and discussed topics

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The Nature of Leadership

• An organization is only as good as its leadership

• There are three key variables to leadership:

1. People

2. Influence

3. Goals

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Contemporary Leadership

Leadership evolves with time…

Level 5 Leadership– Defined in book Good to Great

– Complete lack of ego

– Focus on organization & results

Interactive Leadership– Minimizing personal ambition and developing others

– Favors consensual and collaborative processes

– Grew from observation of male vs. female leaders

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The Level 5 Leadership Hierarchy

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From Management to Leadership

Good management is essential

Leadership is required

Distinct qualities

Leadership cannot replace management, it should be in addition to management

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Personal Characteristics

of Leaders

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Behavioral Approaches to Leadership

• Ohio State Studies

– Consideration: people-oriented behavior

– Initiating structure: task-behavior that directs work activities

• Michigan Studies

– Employee-centered leaders: focused on subordinates human needs

– Job-centered leaders: meeting schedules, keeping costs low and achieving productivity

• The Leadership Grid

– Built on both Ohio State and Michigan Studies

– Two-dimensional grid w/ five major management styles

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The Leadership Grid

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Contingency Approaches

Hersey and Blanchard’s Situational Theory

– Characteristics of followers and determining appropriate leadership behavior

– Adopt one of four leadership styles

Fiedler’s Contingency Theory

– Apply leader’s style to organizational situation

– Is situation favorable on unfavorable to the leader’s style

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Situational Theory: Hersey & Blanchard

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How Leader Style Fits the Situation

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Substitutes and Neutralizers for

Leadership

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Charismatic Leadership

• Leadership can inspire and motivate people

• Charismatic Leaders

Lofty visions

Ability to understand and empathize

Empowering and trusting subordinates

• Charismatic leaders are less predictable and create an environment of change

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Transformational vs. Transactional

Leadership• Transformational leaders drive innovation and

change

– Recognize needs of followers

– Inspire others to believe in themselves

• Different than transactional leadership

– Initiate structure, provide rewards

– Excel in management functions

• Transformational leaders have positive impact on followers

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Followership

Leaders can develop understanding of followers

Good followers have leadership traits

Effective followers are independent, critical thinkers

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Power

• Position Power– Legitimate Power: formal position

– Reward Power: authority to reward others

– Coercive Power: authority to punish or recommend

• Personal Power– Expert Power: knowledge and skills

– Referent Power: personal characteristics

• Other Source of Power– Personal Effort: initiative

– Network of Relationships: cultivated people resources

– Information: access to information

Power and Power and influence are influence are not the same.not the same.

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Interpersonal Influence Tactics

Use rational persuasion

Make people like you

Rely on the rule of reciprocity

Develop allies

Ask for what you want

Make use of higher authority

Reward the behaviors you want

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Leadership as Servant

Servant Leadership

– Leaders who transcend self-interest to serve others in the organization

– Servant leaders give away their power, information, ideas, recognition

Moral Leadership

– Business is about values, not just economic performance

– Focus on right from wrong and choosing to do the right thing

Servant Leadership

Moral Leadership