fundamentals of management 4e. - robbins and decenzo · 2018. 7. 19. · title: fundamentals of...

Part 4: Leading

PowerPoint Presentation by Mohammed

Ramadan

Copyright © 2018 Prentice Hall, Inc.

All rights reserved.

Chapter 11

Leadership

and Trust

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 11–2

L E A R N I N G O U T C O M E S

After reading this chapter, I will be able to:

1. Define leader and explain the difference

between managers and leaders.

2. Summarize the conclusions of trait theories of

leadership.

3. Describe the Fiedler contingency model.

4. Summarize the path goal model of leadership.

5. Explain situational leadership.

6. Identify the qualities that characterize

charismatic leaders.


L E A R N I N G O U T C O M E S (cont’d)

After reading this chapter, I will be able to:

7. Describe the skills that visionary leaders

exhibit.

8. Explain the four specific roles of effective team

leaders.

9. Identify the five dimensions of trust.


Managers Versus Leaders

“Not all leaders are managers, nor are all managers leaders.”

• Managers

Persons whose influence on others is limited to the

appointed managerial authority of their positions to

reward and punish.

• Leaders

Persons with managerial and personal power who

can influence others to perform actions beyond those

that could be dictated by those persons’ formal

(position) authority alone.


Trait Theories Of Leadership

• Trait theories of leadership

Theories that attempt to isolate characteristics that

differentiate leaders from nonleaders

Attempts to identify traits that always differentiate

leaders from followers and effective leaders from

ineffective leaders have failed.

Attempts to identify traits consistently associated with

leadership have been more successful.


Six Traits That Differentiate Leaders from

Nonleaders

1. Drive

2. Desire to lead

3. Honesty and integrity

4. Self-confidence

5. Intelligence

6. Job-relevant knowledge

EXHIBIT 11.1

Source: Reprinted from “Leadership: Do Traits Really Matter?” by S. A. Kirkpatrick

and E. A. Locke by permission of Academy of Management Executive, May 1991,

pp.48–60. © 1991 by Academy of Management Executive.


Behavioral Theories Of Leadership

• Behavioral theories of leadership

Theories that attempt to isolate behaviors that

differentiate effective leaders from ineffective leaders

Behavioral studies focus on identifying critical

behavioral determinants of leadership that, in turn,

could be used to train people to become leaders.


Leadership Behaviors or Styles

• Autocratic style of leadership

A leader who centralizes authority, dictates work methods,

makes unilateral decisions, and limits employee participation.

• Democratic style of leadership

A leader who involves employees in decision making, delegates

authority, encourages participation in deciding work methods

and goals, and uses feedback to coach employees.

A democratic-consultative leader seeks input and hears

the concerns and issues of employees but makes the final

decision him or herself.

A democratic-participative leader often allows employees

to have a say in what’s decided.


Leadership Behaviors or Styles (cont’d)

• Laissez-faire style of leadership

A leader who gives employees complete freedom to

make decisions and to decide on work methods

• Conclusions about leadership styles

The laissez-faire leadership style is ineffective.

Quantity of work is equal under authoritarian and

democratic leadership styles

Quality of work and satisfaction is higher under

democratic leadership.


Continuum of Leader Behavior

EXHIBIT 11.2

Source: Adapted and reprinted by permission of the Harvard Business Review. An Exhibit from “How to Choose a Leadership Pattern” by R.

Tannenbaum and W. Schmidt, May-June 1973. Copyright © 1973 by the

President and Fellows and Harvard College; all rights reserved.


The Ohio State Studies

• Studies that sought to identify independent

dimensions of leader behavior

Initiating structure

The extent to which a leader defines and structures his

or her role and the roles of employees to attain goals

Consideration

The extent to which a leader has job relationships

characterized by mutual trust, respect for employees’

ideas, and regard for their feelings


The University Of Michigan Studies

• Studies that sought to identify the behavioral

characteristics of leaders related to performance

effectiveness

Employee oriented

A leader who emphasizes interpersonal relations, takes

a personal interest in the needs of employees, and

accepts individual differences.

Production oriented

A leader who emphasizes technical or task aspects of a

job, is concerned mainly with accomplishing tasks, and

regards group members as a means to accomplishing

goals.


The

Managerial

Grid

EXHIBIT 11.3

Source: Adapted and reprinted by permission

of the Harvard Business Review. An

Exhibition from “Breakthrough in Organization

Development” by R. R. Blake, J. A. Mouton,

L. B. Barnes,and L. E. Greiner November-

December 1964, p.136. Copyright © 1964 by

the President and Fellows of Harvard College;

all rights reserved.

A two-dimensional

view of leadership

style that is based on

concern for people

versus concern for

production


Contingency Theories Of Leadership

• Fiedler contingency leadership model

The theory that effective group performance depends

on the proper match between the leader’s style of

interacting with employees and the degree to which

the situation gives control and influence to the leader

Uses Least-preferred co-worker (LPC) questionnaire, to

measure the leader’s task or relationship orientation.

Identified three situational criteria—leader member relations, task structure, and position power—that

could be manipulated match an inflexible leadership

style.


The Findings of the Fiedler Model

EXHIBIT 11.4


Path-Goal Theory

• Path-goal theory

The theory that it is a leader’s job to assist followers

in attaining their goals and to provide the necessary

direction and support

A leader’s motivational behavior:

Makes employee need satisfaction contingent on

effective performance.

Provides the coaching, guidance, support, and rewards

that are necessary for effective performance.

Assumes that the leader’s style is flexible and can be

changed to adapt to the situation at hand.


Path-Goal Leadership Behaviors

• Directive leader

Lets employees know what is expected of them, schedules work

to be done, and gives specific guidance as to how to accomplish

tasks.

• Supportive leader

Is friendly and shows concern for the needs of employees.

• Participative leader

Consults with employees and uses their suggestions before

making a decision.

• Achievement-oriented leader

Sets challenging goals and expects employees to perform at

their highest levels.


Path-Goal Theory

EXHIBIT 11.5


Other Contingency Leadership Models

• Leader-participation model (Vroom, Yetton and

Jago)

Provided a sequential set of rules for determining the

form and amount of participation a leader should

exercise in decision making according to different

types of situations.

The model was a decision tree incorporating seven

contingencies (whose relevance could be identified by

making yes or no choices) and five alternative leader

ship styles.

Assumed an adaptable leadership style.


Contingency Variables in the Revised Leader-

Participation Model

• QR: Quality Requirement

• CR: Commitment

Requirement

• LI: Leader Information

• ST: Problem Structure

• CP: Commitment

Probability

• GC: Goal Congruence

• CO: Employee Conflict

• SI: Employee Information

• TC: Time Constraint

• GD: Geographical

Dispersion

• MT: Motivation Time

• MD: Motivation-

Development

EXHIBIT 11.6


Situational Leadership

• Situational leadership theory (SLT)

Leaders should adjust their leadership styles—telling,

selling, participating, and delegating—in accordance

with the readiness of their followers.

Acceptance: Leader effectiveness reflects the reality

that it is the followers who accept or reject the leader.

Readiness: a follower’s ability and willingness to

perform.

At higher levels of readiness, leaders respond by

reducing control over and involvement with employees.


Hersey and Blanchard’s

Situational Leadership

Model

EXHIBIT 11.7

Source: Reprinted with permission from the Center for Leadership

Studies. Situational Leadership® is a registered trademark of the Center

for Leadership® Studies, Escondido, California. All rights reserved.


Emerging Approaches To Leadership

• Charismatic leadership theory

Followers make attributions of heroic or extraordinary

leadership abilities when they observe certain

behaviors

People working for charismatic leaders are motivated to

exert extra work effort and, because they like and

respect their leaders, express greater satisfaction.

Charisma leadership appears to be most appropriate

when the followers’ task has a ideological component

or when the environment involves a high degree of

stress and uncertainty.


Charismatic Leadership

• A charismatic leader influences followers by:

Stating a vision that provides a sense of community

by linking the present with a better future.

Communicating high expectations and expressing

confidence that followers can attain them.

Conveying, through words and actions, a new set of

values, and by his or her behavior setting an example

for followers to imitate.

Making self-sacrifices and engaging in unconventional

behavior to demonstrate courage and convictions

about the vision.


Key Characteristics of Charismatic Leaders

• Self-confidence

• Vision

• Ability to articulate the vision

• Strong convictions

• Behavior that is out of the ordinary

• Appearance

• Environmental sensitivity

EXHIBIT 11.8Source: Based on J. A. Conger and R. N. Kanungo, “Behavioral Dimensions of Charismatic Leadership,”

in J. A Conger and R. N. Kanungo, Charismatic Leadership (San Francisco; Jossey-bass, 1988), p.91.


Visionary Leadership

“A vision should create enthusiasm, bringing energy and commitment to the organization.”

The key properties of a vision are inspirational

possibilities that are value centered, realizable, and

have superior imagery and articulation.

• Visionary leadership

The ability to create and articulate a realistic, credible,

attractive vision of the future that grows out of and

improves upon the present


Skills of Visionary Leaders

• The ability to explain the vision to others.

Make the vision clear in terms of required actions and

aims through clear oral and written communication.

• The ability to express the vision not just verbally

but through the leader’s behavior.

Behaving in ways that continually convey and

reinforce the vision.

• The ability to extend the vision to different

leadership contexts.

Sequencing activities so the vision can be applied in a

variety of situations


Transactional Leaders versus

Transformational Leaders

• Transactional leaders

Leaders who guide or motivate their followers toward

established goals by clarifying role and task

requirements.

• Transformational leaders

Leaders who inspire followers to transcend their own

self-interests for the good of the organization and are

capable of having a profound and extraordinary effect

on followers.


The Challenge of Team Leadership

• Becoming an effective team leader requires:

Learning to share information.

Developing the ability to trust others.

Learning to give up authority.

Knowing when to leave their teams alone and when

to intercede.

• New roles that team leaders take on

Managing the team’s external boundary

Facilitating the team process


Team Leader Roles

EXHIBIT 11.9


Substitutes for Leadership

• Employee

characteristics

Experience

Training

Professional orientation

Indifference toward

organizational regards

• Job

characteristics

Unambiguous

Routine

Intrinsically satisfying

• Organizational

characteristics

Explicit formalized goals

Rigid rules and

procedures

Cohesive work groups


Five Dimensions of Trust

• Integrity

Honesty and truthfulness

• Competence

Technical and interpersonal knowledge and skills

• Consistency

Reliability, predictability, and good judgment

• Loyalty

Willingness to protect and save face for a person

• Openness

Willingness to share ideas and information freely

EXHIBIT 11.10Source: Adapted and reproduced with permission of publisher from: J. K. Butler Jr., and R. S. Cantrell,

“A Behavioral Decision Theory Approach to Modeling Dyadic Trust in Superiors and Subordinates.”


Types Of Trust

• Deterrence-based trust

Trust based on fear of reprisal if the trust is violated

• Knowledge-based trust

Trust based on the behavioral predictability that

comes from a history of interaction

• Identification-based trust

Trust based on an emotional

connection between the parties

fundamentals of management 4e. - robbins and decenzo · 2018. 7. 19. · title: fundamentals of...

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