role of management and leadership- overviw
TRANSCRIPT
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ROLE OF
MANAGEMENT ANDLEADERSHIP
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Management
Writers who consider the functions performed
by management
Frederick Taylor
Henri Fayol
Peter Drucker
Henry Mintzberg
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Federick Taylor
Early 20th century
Management of work task
Rationality scientific principles to work
management Most efficient way of working
Scientific management Efficiency
Standardization Discipline
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Principle of division between managerial and
work roles
Principle of standardization and specialization
Principle of division of labor and efficiency
These principles still remain significant
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Taylors work preceded the adoption of
mass production techniques
Little systematic research
Workers believed that increasing in
productivity job losses took advantage ofpoor management controls to slow down
productivity
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Many modern orgs (with similar outputs with
continuous process) still adopt Taylor-like
principles to increase productivity
Taylors work is now taken for granted and
rejected by a more human or social
considerations
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Henri Fayol
Did not invent the concept of management
BUT He distinguish management from other organizational
activity He outlined the prime functions of a manager
Normative and prescriptive model Indicates how managers should conduct their activity
(in order to achieve efficiency
Functions of management
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Functions of management
Plan and forecast prepare a series of actions toenable the organization to meet its objectives inthe future
Organize to fulfill the administrative principles
embraced by Fayol Coordinate to ensure that resources, actions
and outputs are coordinated to achieve desireoutcomes
Command
to give direction to employees Control to ensure that activities are in
accordance with the plan/ that orders arefollowed/ that principles of management applied
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Fayols 14 principles of
management
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Challenged by modern development of
organizations
Unity of command vs matrix organization
Fayols principles vs Teamworking, flatter
hierarchies, professional control, flexible
working
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Peter Drucker
Describe and comment upon what manager
do
Prescriptive analysis of the management role
Three broad tasks of managers Satisfying the goals or mission f the organization
Enabling the worker to achieve and focus onproductivity
Managing social responsibilities
Managers are required to 1) set objectives 2)
organize 3) motivate and communicate 4)
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Drucker vs previous works
More concern about human and interpersonal
issues
Recognize importance of communications and
social concerns
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Henry Mintzberg
Detailed observations of what managers
actually did (not prescriptive; myths of modern
management)
In reality managers did not spend most oftheir time planning, organizing, coordinating,
commanding and controlling
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10 roles that managers do
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Mintzbergs sequence of activity in the
pursuit of objectives
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Interpersonal managers internally build
relationships with employees and network with
other depts.
Information collect info and act asspokesperson for the group develop stable
relationships quality information
Decisional
decision making, settingobjectives, resource allocation
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Typical managers day Frequent interruptions for brief conversation by phone,
in person, email to keep managers informed
Rosabeth Moss, Tom Peter, Henry Mintzberg Focus on strategic perspective on management
Importance of mission and vision
Customer oriented values Paint a picture of the conditions necessary for
organizational success
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Leadership and management
Manager performs functions in orgs and
hold a particular, formal, title and/or fulfill a roleMarketing manager marketing of a product
Personnel manager recruitment and selection of
staff
Have a title, a role, a series of functions to perform,
management of subordinates, management offinancial resource
Planning, organizing, coordinating, commanding,
controlling the activities of staff
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Leaders aim to influence and guide others into
pursuing particular objectives or visions of the
future and to stimulate them into wanting to follow
Demonstrates the power of one individual overothers
Leadership is not necessarily related to
hierarchical position (authority) as managers tend
to be informal leaders
Leadership = dynamic activity concerning more
with changing attitudes, inspiration, emotional
input than management
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Managers may show leadership qualities on
particular occasions
Mintzberg includes the leader role as one of
his ten roles of management
Handy (1993), Watson (1983), Kotter (1990)
leadership is merely part of the broader role of
management
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Leadership
General definition (Lundstedt 1965)
leadership involves influencing the behavior
of others in any group or organization, setting
goals, formulating paths to those goals, andcreating social norms in the group
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Definition of leadership two common
elements
Group phenomenon 2 or more people must beinvolved
Influence process
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Influence
flow from leaders to followers
Followers grant the leadership role to
leader
leaders rallying people together and
motivating them to achieve some common
goals
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Leader as Symbol move the group toward
set goals in a definite manner
The Uniqueness of leadership roles
The achievement of Leadership Positions
Influence, Power, & Authority in leadership
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Influence Tactics (Yukl 1994) Rational Persuasion
Inspirational Appeals
Consultation
Ingratiation Personal Appeals
Exchange
Coalition Tactics
Legitimating Tactics
Pressure
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Authority rational basis of power
Rational side of org what an org should do
according to the official, formal dictates of org
Political side of organization what
organizations actually do
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Authority **the rationally based formal right to make
decisions and influence behavior to implementdecisions based on formal organizationalrelationships**
2 subrights The right to decide The right to issue appropriate implementing instructions or
directions
Rights are determined by obligation Obligation (responsibility) determine the nature
of the right (authority) balanced
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Authority = a right determined by an obligation
Authority is solely associated with formal org,
with formal sanction or approval from society
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Forms of authority Managerial authority
Staff authority
Situational authority
Operative authority
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Managerial Authority Managers are responsible for acquiring,
deploying, & controlling resources needed to
accomplish objectives
Rights to choose among alternatives The right to enforce those choices based on official position
Principle of parity of authority and responsibility
Balance between responsibility & authority
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Staff Authority Suggestions & recommendations about the
solutions to problems, procedure, or
improvements
Right to recommend Right to suggest
Right to advise
Right to attempt to exert influence to gain acceptance for ideas
Ex. TQM, suggestion boxes, employeeempowerment, decentralizing org.
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Situational Authority Hybrid authority
Contains both managerial and staff authority
Delegated by managers to a staff expert
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Operative AuthorityAll members have this authority
make certain decisions about how, in what
order, which tools they carry out their tasks
right to work without undue supervision
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Power the ability to impose ones will on others
the ability of one person to affect the
behavior of someone else in a desired way
Based on factors such as knowledge,authority, information, personality, resourcecontrol
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Authority simple power associated with
formal organization
Power influence that does not necessarily
depend on formal organizational recognition Example
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Two Perspectives on Power The French and Raven Power Typology
individual bases of power
Dependency, Critical Contingencies, andPower how individuals, groups, or
departments gain power through dependency
relationships
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French & Raven Power Typology Sources & potency of power in org
Rational/legal power
Reward Power
Coercive powerReferent power
Charismatic power
Expert power
D d C iti l
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Dependency, CriticalContingencies, and Power Power through control of resources
Power through solving critical or strategic
contingencies
Level of substitutability
Power and location in the org
Power and position in the org
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How to assess power ? Determine by sources or origin of power judgment
about how much of particular power aperson/department possesses
Determine by consequences of decisions made byvarious actors
Determine by power symbols larger office, luxuriousfurniture, more expensive company cars
Representational indicators of power membershipson influential boards or committees
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Three levels of leadership
Executive
Managerial
Supervisory
Informal leadership
Three major theories
Leadership & organization theory
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Executives establish bureaus structure (including positions filled by
managers and supervisors
maintain general view of the bureau and its place within
political envi Interpret political statements of intentions (unclear &
contradictory) into rational goals & policies
Create environment that encourage goal achievement
close attention to org environment (take advantage of
opportunity & protect org from threats
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manager depend on rules & regulations that define their
power over others
interpret org goals (set by executives) in concretemanner (into structure, procedure, tasks
often pulled by superiors & subordinates
focus on how org can be best organized to achievethe overall goals established by executives
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Supervisor focus on motivation, productivity, interpersonal
relations
work directly with production process
protect subordinates from political pressure
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Informal leadership have no official leadership positions
need to understand informal leadershipphenomenon along with formal one
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Executive leadership Most important influence skillful playing
of political game power
Administrative conservators
Preserve institution Improve institution
what is political climate?
what is the resource base?
what is the potential for mobilizing support forthe program?
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The Managers in the middle
Traits (Stogdill 1981) Capacity intelligence, alertness, verbal facility, originality,
judgment
Achievement scholarship, knowledge
Responsibilitydependability, initiative, persistence,
aggressiveness, self-confidence
Participation activity, sociability, cooperation, adaptability,
humor Status Socioeconomic position, popularity
Situation mental level, status, skills, needs and interests offollowers, objectives to be achieved
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The Supervisors getting the work done
Three major focuses Production
Maintenance of individual morale
Maintenance of group cohesiveness
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Supervisory behavior (Bass 1990) Considerationextent to which a leader shows
concern for the welfare of the other members of the
group, appreciation of good work, stress importance of
job satisfaction
Initiation of structureextent to which a leader
initiates activities in the group, organizes it, & defines
the way work is to be done
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Leadership: School of thought
Three broad schools
Trait Theories: 20th century focus on personal characteristics of leaders
Partial explanation/superficial perspective on leadership
issues
Behavioral theories Focus on behaviors of leaders including styles of
leadership
Non-context specific
Situational theories Focus on the leader in the context or situation in which
he/she leads
Add richness to the study of leadership
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Trait Theories
Individuals ability to lead
social background, intelligence, other
personality features
Bennis and Nanus (1985) relationship bt
leadership effectiveness and the traits (logicalthinking, persistence, empowerment, self-
control)
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Logical thinkingAbility to translate ideas into simple forms
Persuasive abilities
Explaining phenomena in unique ways Persistence traits
Considering setbacks as minor mistakes
Working long hours
Attempting to succeed against the odds
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Empowerment traits Enthusing people about their goals
Being enthusiastic and energetic oneself
Increasing confidence in employees own abilities Self-control traits
Working under pressure
Remaining calm and even-tempered
Resisting intimidation
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Other research meta-analytical work
bring findings from separate research projects
together (ex Kirkpatrick & Locke 1991) list
of leadership qualities disagreement, lessinsights, try to relate two or more unrelated
variables
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Behavioral Theories
Examines leadership behavior (that have
influences the performance and motivation of
subordinates)
Focus on leadership style **
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Ohio State University research (1940s and 1950s) Two fundamental types of leader behaviors
Initiating structure
Consideration
Initiating structurebehavior which focuses onthe achievement of objectives and includes clearsupervision and role clarification, planning work,and a results orientation
Considerationbehaviors which encouragecollaboration and focus on supportive networks,group welfare and the maintenance of jobsatisfaction
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University of Michigan
Leaders exhibited Employee centered (people orientation)
Production centered (task orientation)
One best style of leadership Leader who exhibits high initiating structure and high
consideration behaviors (strong orientation of both
task and people)
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Leadership stylethe behavior of leaders towards subordinates, the
manner in which tasks and functions of leadership are
conducted
Tannenbaum & Schmidt (1973) Continuum in leadership styles
boss-centered approach --- subordinate-centeredapproach
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Simple style continuum
Criticism: Only one dimension
Leaders style can be mapped along a continuum
between the authoritarian and democratic ends
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Join leader define problem, but leave it open foralternative problem definitions to arise and for thescope of the endeavor to expand become memberof the problem-solving group and hands over decision
making power to the group Consults leader identifies the problem and makes
decision (only after listening and possibly adoptingsolutions suggested
Sells manager decides on the solution to theproblem persuades staff that his/her decision ismore valid
Tells leader identifies problem, decides on solution,expect staffs to implement such decisions without
questioning
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Leaders decisions will always be influenced
by the situation they find themselves
Contextual factors
Group effectiveness Nature of task environment
Pressures of time
Forces in subordinateSubordinates level of
experience and the style to which they areaccustomed
Forces in the leader knowledge and preferred style
Combine to
determine the
most
appropriate
leadership style
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Choosing an appropriate style
Leader consider their own value system and leadership inclination
Level of confidence they have in their subordinates
Subordinates ability to cope with uncertainties of the
situation
Evaluate the nature and experience of their
subordinates
Subordinates readiness to assume responsibility
Subordinates knowledge and interest
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John AdairAction-centered leadership 3 areas of need which
leader must satisfy
Task needs
Individual needs
Team maintenance needs
HIGHLY EFFECTIVELEADER
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Conclude: 4 broad leadership style Task/structure orientation
People/interpersonal orientation
Directive/autocratic leadership
Participative/democratic leadership
**McGregors Theory X and Theory Y**
1
2
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**McGregors Theory X and Theory Y** Leader and managers could be differentiated
from one another according to their attitudes andassumptions about human nature
Theory X leaderbelieve people are lazy, dont wantresponsibility, no ambition they need to becontrolled, directed, coerced and punished (Maslowshierarchy of need # 1 and #2)
Theory Y leader believe people align themselves
with org goals
need little control or direction, seekreward consistent with their performance, haveinitiative and creative skills motivated by affiliation,esteem, and self actualization (Maslows # 3,4,5)
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Blake & Mouton (1964)managers style can
be mapped along Degree of People orientation
Degree of Production orientation
High people + High Production desirable
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Traitwhat a leader is
Behavioralwhat a leader does
Criticismhigh task (structure) + high people (consideration)
= high performance
**reality is more complicated** leadership might be bothcause and effect **
**ignore the context or situation in which leaders andfollowers find themselves**
Sit ti l Th i
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Situational Theories
Trait (T)
Behavioral (B)
Context (C)
Contingentfactor
+
+
more complex and more
promising explanation of
leadership
Fi dl C ti Th
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Fiedlers Contingency Theory
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leadership behavior interacts with thefavorableness of a situation to determineeffectiveness
Some situations are more favorable than others
require different behaviors Require the assessment of
Leaders style
Three broad characteristics of the context (situation) Leader-group member relations nature of work
atmosphere loyalty, trust, etc
Task structure clarity of groups work, understandingof groups goals
Position powera leaders legitimate power to tellothers what to do
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Leadership style Relationship-centered: leader is motivated to maintain
good interpersonal relations
Task-centered: leader is motivated to get on with the
job
Leaders indicate their orientation toward their
least-preferred co-worker (LPC)Accepting LPC = relationship-orientated
Look at LPC as few qualities = task-orientated
Leaders personality trait
or
Leaders motivational
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Task orientation suits highly favorable or
highly unfavorable situations Highly unfavorable situation ex. Military: dangerous
task to perform (face with enemy in unfamiliar territory
= unstructured task with strong position power
adopt task orientated approach (giving clear orders
and demand compliance)
Highly favorable situation ex. Managers enjoy good
relations with workers clearly structured task (notmuch debate or no decision-making ability is required)
adopt task oriented approach to ensure high
productivity
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Relationship orientation Best suit to average situational favorability
Org should not focus on attempt to change leaders
personality BUT should select leaders to match the
situations favorability
H th l th
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Houses path-goal theory
It is a leaders function to clarify pathways forsubordinates to achieve their desired rewards
their motivation increase
Leader provides rewards and clarifies pathwaybetween Employee effort and performance
Performance and reward
Path Goal Theory of Leadership
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Path-Goal Theory of Leadership Effective leaders increase motivation and
satisfaction among subordinates when theyhelp them pursue important goals
Leaders help subordinates to see the goals
The paths to achieve those goals
How to follow those paths effectively
Show the values of outcomes
Using appropriate coaching and directingRemoving barriers and frustrations to those paths
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Directive behaviors: planning, settingexpectations and clarifying instructions
Supportive behaviors: offering friendly
consideration Participative behaviors: involving subordinates
in decision making
Achievement-orientated behaviors: settingobjectives and expecting them to be achieved
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Directive leadership good for ambiguous task
bad when task is well structured and clear
Supportive leadership
good when tasks are frustrating and stressful bad when groups or other parts of org already provide plenty of
encouragement
Achievement-oriented leadership
good for tasks toward ambitious goals
Participative leadership good for ambiguous task & that subordinates feel their self-
esteem is at stake
participation allows them to influence decisions and work outsolutions
Vroom and Yetton Contingency
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g y
Model
Develop a decision-making leadership contingencymodel
Three leadership styles
Autocratic decision or problem solving, using information available to leader
at the time
leader collects information and then makes decision/solves theproblem
Consultative leader shares the problem with subordinates individually or as a
group and then leader makes decision
Group leader shares the problem with the group and together they find
solution or consensus
Leader-Member Exchange Theory
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g y(LMX)
Dyadic relationships between a leader and individual subordinates
On development of low-exchange and hi-exchange relationships
Low-exchange relationships
little mutual influence between the leader and subordinate subordinate follows formal role requirements
receive standard benefit (salary)
High exchange relationships leader establishes with a set of trusted subordinates
mutual influence relations
subordinates receive benefits in the form of more interesting assignmentsand participation in important decisions
leaders expectation of hard work, loyalty, more responsibility
Transformational Leadership
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Transformational Leadership Transactional Leadership
Motivate followers by recognizing their needs andproviding rewards to fulfill those needs in exchange fortheir performance
Transformational Leadership Raise followers goals to higher level goals self
actualization (Maslow)
Motivate followers to transcend their own narrow self-interest for the benefit of the community or the nation(MLK Jr.)
Transformational behaviors
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Transformational behaviors Idealized influence
Arouses followers emotional attachment to the leader and
identification with him/her
Intellectual stimulation Engages followers in recognizing and confronting challenges
Individualized consideration Provides support, encouragement and coaching
Inspirational motivation Communicates an appealing vision by using symbols or
modeling appropriate behaviors
Transactional Behaviors
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Transactional Behaviors Contingent reward
Clarifying the work required for rewards
Ensuring that rewards are contingent on appropriate behaviors
Passive management by exception Punishments in response to obvious deviations from
acceptable standards
Active management by exception Looking for mistakes and enforcing rules to avoid mistakes
Leading & Managing
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g g g(Bennis and Nanus) Managing
Taking charge, accomplishing goals with efficiency
doing things right
LeadingGuiding directions, actions, & opinions
doing the right thing
Excellent leader
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Excellent leaderAttention through vision
Create visions of successful futures
Bring out the best of both leaders and followers
Meaning through communication Transmit the vision to others through giving meaning
to their works and their quest
Trust through positioning Choosing the best course
At knowing what is right and neccessary