lecture10 leadership ibba mar2012

8/2/2019 Lecture10 Leadership Ibba Mar2012

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Principles of

Management

2008


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Lecture 10

LeadershipReadings: 6th Edition pp. 247-252; 254-257; 259-262Readings: 7th Edition pp. 320-324; 328-333; 339


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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.


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Trait Theory of Leadership

Traits The unchanging characteristics of a person that

predisposes someone to act in a particular way.

Skills The ability to do something in an effective manner.

Traits or skills on which leaders differ from

non-leaders: Drive, the desire to lead, honesty and integrity, self-

confidence, cognitive ability, and knowledge of the

business.

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. 4860. 1991 by Academy of Management Executive.


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Ralph Stogdills Leader Traits


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Leadership Models

Behavioral Theories of Leadership

Attempt to isolate behaviors that differentiate

effective leaders from ineffective leaders.

Behavioral studies focus on identifying criticalbehavioral determinants of leadership that, in turn,

could be used to train people to become leaders.


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Kurt Lewins Leadership

Behaviors

Autocratic Style of Leadership Centralizes authority, dictates work methods, makes

unilateral decisions, and limits employeeparticipation.

Democratic Style of Leadership Involves employees in decision making, delegates

authority, encourages participation in deciding workmethods and goals, and uses feedback.

A democratic-consultative leader seeks input and hearsthe concerns and issues of employees but makes the finaldecision him or herself.

A democratic-participative leader often allows employees

to have a say in whats decided.


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Kurt Lewins Leadership

Behaviors

Laissez-Faire Style of Leadership

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.


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The Ohio State Study

The Ohio State Dimensions of Leadership: Consideration

Leader behavior indicative of mutual trust, friendship,

support, respect, and warmth.

Example: The leader is friendly and approachable.

Initiating structure

Leader behavior by which the person organizes the work

to be done and defines relationships or roles, the channelsof communication, and ways of getting jobs done.

Example: The leader lets group member know what is

expected of them.

* Beginning with over 1,000 dimensions, they eventually narrowed the list down to two categories: initiating structure and consideration.


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Ohio State Studies

High Performance

Low Grievance Rate

Low Turnover

Low Performance

Low Grievance Rate

Low Turnover

Low Performance

High Grievance Rate

High Turnover

High Performance

High Grievance Rate

High Turnover

HIGH LOW

MANAGERS INITIATING STRUCTURE

LOW

H

IGH

MANAG

ERSCONSID

ERATION

Research found that a leader high in initiating structure and consideration achieved high employee performance andsatisfactionmore frequently than one who rated low on either consideration, initiating structure, or both.


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The University of MichiganStudies

Leadership Styles (Orientation)

Employee-oriented Leader

A leader who focuses on the needs of employees

and emphasizes building good interpersonal

relationships.

Job-centered Leader

A leader who focuses on production and on ajobs technical aspects.

The Michigan researchers strongly favored

leaders who were employee oriented.


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Transformational andTransactional Leadership

by Bernard. M. Bass

Transactional Leadership Behaviors

Leadership actions that focus on accomplishing the

tasks at hand and on maintaining good workingrelationships by exchanging promises of rewards forperformance.

Transformational Leadership Behaviors

Leadership actions that involve influencing majorchanges in the attitudes and assumptions oforganization members and building commitment forthe organizations mission, objectives, andstrategies.


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Transformational andTransactional Leadership

Transformational Leadership

charisma

intelligent stimulation individual consideration

Transactional Leadership

contingent reward management by exception


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Inspirational Approaches toLeadership

Charismatic Leadership Theory

Followers make attributions of heroic or

extraordinary leadership abilities when theyobserve certain behaviors.


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Key Characteristics ofCharismatic Leaders

Source:J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations(Thousand Oaks, CA: Sage, 1998), p. 94.

Vision and articulation. Has a visionexpressed as an idealizedgoalthat proposes a future better than the status quo; and is able

to clarify the importance of the vision in terms that are

understandable to others.

Personal risk. Willing to take on high personal risk, incur high

costs and engage in self-sacrifice to achieve the vision.

Environmental sensitivity. Able to make realistic assessments of

the environmental constraints and resources needed to bring about

change.

Sensitivity to follower needs. Perceptive of others abilities and

responsive to their needs and feelings.

Unconventional behavior. Engages in behaviors that are perceived

as novel and counter to norms.


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Power corrupts andabsolute power corrupts

absolutely.

John Dalberg-Acton, 1834-1902


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A leader is best when people barely know

he exists. Not so good when people obey

and acclaim him. Worse when they despise

him. But of a good leader, who talks little,

when his work is done, his aims fulfilled.

They will say, We did it ourselves.

()

, , , ;, ;, . ,

. . , ,

, Thanks to Sandra Cheung, IFA, 2004-2005.


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The End

lecture10 leadership ibba mar2012

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