chapter 7 leadership1
TRANSCRIPT
LEADERSHIP
ADAMSON UNIVERSITY Human Behavior in Organization
Professor Melvin V. Moraga
1 2 3
Understand the
nature of
leadership
Be able to
recognize the
different
leadership styles
Appreciate the
distinction between
behavioral and
contingency
approaches to
leadership
LEARNING ROADMAP
Thoughts to Ponder
“The difference between the
impossible and the possible lies in the
person’s determination.”
- Tommy Lasorda
Determination is...
… a fixed of purpose
… the power and will to persist
… resolve to have a drive
… to have the grit
… still finishing even things go wrong
Fauja Singh, a
British
centenarian
marathon
runner
The process of influencing and supporting
others to work enthusiastically toward
achieving objectives.
Without leadership, an organization would be only
a confusion of people and machine.
What makes a leader?
Discussion Question:
Not every manager is a leader, and not every leader is
a manager.
Leadership
• The ultimate test of leaderhsip is the degree to which it
identifies, develops, channels, and enriches the potential
that is already in the organization and its people
• The nature of leadership includes the behavior, roles and
skills that combine to form different leadership styles
Managers vs Leaders
Managers have employees.
Managers react to change.
Managers have good ideas.
Managers communicate.
Managers direct groups.
Managers try to be heroes.
Managers take credit.
Managers are focused.
Managers exercise power over people.
Leaders win followers.
Leaders create change.
Leaders implement them.
Leaders persuade.
Leaders create teams.
Leaders make heroes of everyone
around them.
Leaders take responsibility.
Leaders create shared focus.
Leaders develop power with
people.
Management and Leadership
• The role of a leader is to influence other to voluntary seek
defined objectives
• Managers plan activities, organize structures, and control
resources
• Managers achieve results by directing activities of others;
leaders create a vision and inspire others to achieve it
Primary Traits:
* Honesty and integrity
* Personal drive and
energy
* Desire to lead
* Self- Confidence
Traits of Effective Leaders
Secondary Traits:
* Cognitive ability
* Charisma * Flexibility and adaptiveness * Positive affectivity * Creativity & Originality * Knowledge of business
Key Point: Traits do not necessarily guarantee successful
leadership
Leadership Behavior:
3 Types of Leadership Skills
Technical Human Conceptual
Refers to a person’s knowledge of and ability in any type of process and technique.
Technical Skills
The ability to work effectively with people and to build teamwork.
Human Skills
The ability to think in terms of models, frameworks and broad relationships
Conceptual Skills
“All great leaders have four characteristics; bedrock principles, a moral compass, vision and the ability to form consensus.”
John Brock
Leadership Style
Leadership Style
The total pattern of explicit and implicit
leaders’ actions as seen by employees is
called leadership style.
P - A – S - T
Behavioral Approach to Leadership Style:
Positive and Negative Leaders
• Positive Leadership - uses reward, whether
economic or noneconomic
• Negative leadership - emphasizes threats,
fear, harshness, and penalties
• Autocratic Leaders
• Consultative Leaders
• Participative Leader
Leadership Style:
Power-based
Autocratic Leaders
- Centralize power and decision
making in themselves
- Make plans and decision alone
- Tells followers what to do, when
and how to do
Consultative Leaders
- Approach one or more employees
and ask them for inputs prior to
making a decision
- Leaders may opt to use or ignore
the information and advice
receive..
Participative Leaders
- Clearly decentralized authority
- Participative decision are not
unilateral, as with the autocrat,
because they use inputs from
followers and participation…
Contingency Approaches to
Leadership
The most appropriate leadership style depends on
the analysis of the situation …
… when to use a different style?
1. Identify the situation
2. Use appropriate style of leadership
What Leadership Style to Consider?
Fiedler’s Contingency
Model
Hersey and Blanchard’s Situational
Leadership Model
Path-Goal Model Leadership
Vroom’s Decision-Making
Model
Wh
at lea
dersh
ip sty
le is effectiv
e to u
se?
Contingency Approaches to
Leadership
• the most appropriate leadership style depends on
whether the over all situation is favorable, unfavorable
or in an intermediate stage of favorability to the leader
Fiedler’s Contingency Model
3 Factors to how favorable a situation is to a leader:
(1) Leader-member relations
(2) Task structure
(3) Position power
Fiedler’s Contingency Model (cont’n)
3 Factors to how favorable a situation is to a leader:
(1) Leader-member relations – degree of leader’s
acceptance by members
(2) Task structure – degree of job structure /unstructure
(3) Position power – degree of the organizational position
and degree to which leader can exercise authority
Fiedler’s Contingency Model (cont’n)
• If leader member relations are positive, the situation is
favorable for task –oriented leaders
• Structured leader is more effective in a position of weak
power, low structure, and poor leader-member relations
• the most important factor affecting the selection
of a leader’s style is the development ( maturity )
level of a subordinate
• Development level is the task-specific
combination of an employee’s task competence
and motivation to perform
Situational Leadership Model
• Managers assess development level:
Situational Leadership Model (cont’d)
Job knowledge
Skill
Ability
Willingness to take responsibility and capacity to act
independently
• the leader’s roles are to help employees what needs
to be done (goal) help them how to do it (path)
Path-Goal Model Leadership
• To decide what style, leaders use 4 alternatives:
• Directive Leadership
• Supportive Leadership
• Achievement-oriented Leadership
• Participative Leadership
Directive leadership – focuses on clear task
assignments, standards of successful performance,
and work schedules
Supportive leadership – demonstrates concern for
employee’s well-being and needs, while trying to
create pleasant environment
Path-Goal Model Leadership (cont’d)
Achievement-oriented – sets high expectation for
employees, communicates confidence in their ability
to achieve challenging goals….
Participative leaders – invites employees to provide
inputs to decisions, and seriously use their decisions
as final decisions are made
Path-Goal Model Leadership (cont’d)
• a useful decision-making model for selecting among various
degrees of leadership style (autocratic – participative)
• it suggests that problem-solving differs, a structured
approach to deal with different problems
• Problem attributes & Leadership Options
Vroom’s Decision-Making Model
Problem attributes
assess a current decision situation along 5 point scales
according to its problem attributes using 8 questions –
especially the perceived importance of technical quality
and employee
Vroom’s Decision-Making Model (cont’d)
1. How important is technical quality with regard to the decision being made?
2. How important is subordinate commitment to the decision?
3. Do you already have sufficient information to make a high quality decision?
4. Is the problem well structured?
5. If you made the decision, would the subordinates likely to accept it?
6. Do subordinates share the goals to be attained in solving the problem?
7. Is there likely to be conflict among the subordinates over alternative solution
8. Do subordinates have sufficient information to allow them to reach a high quality
solution?
Vroom’s Decision-Making Model (cont’d)
Leadership options:
guidelines are offered to help managers select one of the
five approaches to use : (1) Autocratic I, (2) Autocratic II,
(3) Consultative I, (4) Consultative II, (5) Group II
Vroom’s Decision-Making Model (cont’d)
1. Autocratic I – leader solves problem individually using the information already
available
2. Autocratic II – leader obtains data from subordinates and then decides
3. Consultative I – leader explains problem to individual subordinates
to share the problem and obtain inputs, and then decides
4. Consultative II – leader meets with group subordinates to share the
problem and obtain inputs, and then decides.
5. Group II – leader shares problem with group and facilitates a discussion
alternatives and a reaching group agreement on a solution
Vroom’s Decision-Making Model (cont’d)
End of
Discussion – You
can be a leader