what is leadership? organizational leadership an interpersonal process that involves attempts to...
TRANSCRIPT
What is Leadership?
Organizational Leadership
• An interpersonal process that involves attempts to influence other people in attaining organizational goals
Leadership behavior:
• Can be shown by anyone
• Is expected of most managers
• Is part of effective management
What is Leadership?
Effective leadership
• Influence that assists an organization to meet its goals and perform successfully
Effective leaders:
• Enable people to accomplish more than if there had been no such leadership
• Unlock other people’s potential
Leading and Managing: The Same or Different?
• Managing ought to involve most of the activities thought of as leading
• Organizations need their managers to incorporate leadership roles into their behavior
Managers
Adapted from Exhibit 9.1
LeadersLeaders
and Managers
Does Leadership Differ Across National Cultures?
Adapted from Exhibit 9.2
• Some leader attributes are universally viewed as being either positive or negative
• Some leader attributes are viewed as positive or negative depending on the culture
• No best way to lead
• Must take into account the characteristics of the leader, followers, and situation
Leadership and Power
Power• The capacity or ability to influencePower can:• Lead to greater capacity to influence• Be used to overcome resistance• Be abused and lead to undesirable
consequences• Produce positive outcomes if used skillfully
Types of Power
Legitimate—How much authority does the organization give to your position?Legitimate—How much authority does the organization give to your position?
Reward—Are you able to give others the rewards they want?Reward—Are you able to give others the rewards they want?
Coercive—Are you able to punish others or withhold rewards?Coercive—Are you able to punish others or withhold rewards?
Expert—Do you have knowledge that others need?Expert—Do you have knowledge that others need?
Referent—Do others respect you and want to be like you?Referent—Do others respect you and want to be like you?
PositionPower
PositionPower
PersonalPower
PersonalPower
Adapted from Exhibit 9.3
Four Key Issues in Using Power
How much power should be used?
How can powerbe put to use?
Which types of power should be used?
Should powerbe shared?
The Leadership Process and the Locus of Leadership
Three leadership variables:
• The leader• The situation• The followers
Locus of leadership:• Where the three
variables intersect
LeaderLeader
SituationSituationFollowersFollowers
Locus ofLeadership
Traits of Effective Leadership
DriveAchievement, ambition,
energy, tenacity, initiative
DriveAchievement, ambition,
energy, tenacity, initiative
Emotional maturityEven tempered, calm under
stress, unself-centered, nondefensive
Emotional maturityEven tempered, calm under
stress, unself-centered, nondefensive
Self-confidenceSet high goals for self and others, optimistic about overcoming obstacles
(if taken to extreme, can lead to arrogance and sense of infallibility)
Self-confidenceSet high goals for self and others, optimistic about overcoming obstacles
(if taken to extreme, can lead to arrogance and sense of infallibility)
Motivation to LeadDesire to influence others, comfortable
using power
Motivation to LeadDesire to influence others, comfortable
using power
Honesty and IntegrityTrustworthy, open,
forthright
Honesty and IntegrityTrustworthy, open,
forthrightLeaderLeader
Adapted from Exhibit 9.7
Charismatic Leadership
Charismatic leadership• Is a strong form of referent power• Is based on individual inspirational qualities
rather than formal power• Generates followers who identify with charismatic
leaders because of these exceptional qualities• Is rare; very few people are considered truly
“charismatic”
Leaders’ Skills
TECHNICAL SKILLSSpecialized knowledgeTECHNICAL SKILLSSpecialized knowledge
INTERPERSONAL SKILLSSensitivity, persuasiveness, empathyINTERPERSONAL SKILLSSensitivity, persuasiveness, empathy
CONCEPTUAL SKILLSLogical reasoning, judgment, analytical abilities
CONCEPTUAL SKILLSLogical reasoning, judgment, analytical abilities
EMOTIONAL INTELLIGENCESelf-awareness, self-regulation, motivation, empathy and social skill
EMOTIONAL INTELLIGENCESelf-awareness, self-regulation, motivation, empathy and social skill
SOCIAL INTELLIGENCEAbility to “read” other peopleSOCIAL INTELLIGENCEAbility to “read” other people
Adapted from Exhibit 9.9
Leaders’ Behaviors
Task Behaviors • Specifies roles and
tasks• Schedules work• Sets performance
standards• Develops procedures
People Behaviors • Is friendly and supportive• Shows trust and
confidence in subordinates
• Shows concern for subordinates’ welfare
• Gives recognition to subordinates for accomplishments
Two fundamental types of leader behaviors
BLAKE & MOUTON: MANAGERIAL GRID
Best managers are both task- and people-oriented
BLAKE & MOUTON: MANAGERIAL GRID
Best managers are both task- and people-oriented
TRANSFORMATIONAL LEADERSHIP
Leaders who inspire followers to make major changes or to achieve at very high levels
TRANSFORMATIONAL LEADERSHIP
Leaders who inspire followers to make major changes or to achieve at very high levels
TRANSACTIONAL LEADERSHIP
Emphasizes the exchange of rewards for followers’ compliance
TRANSACTIONAL LEADERSHIP
Emphasizes the exchange of rewards for followers’ compliance
Leadership Approaches Based on Leader’s Behavior
Managerial Grid
• Focuses on two leadership behaviors: concern for people and concern for results
• Leaders can be
– High in both
– Low in both
– In the middle on both
– High in one, low in the other
Low High
Low
High
Concern for Results
Co
nce
rn f
or
Peo
ple
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
GoodLeaders
PoorLeaders
MediocreLeaders
Transformational Leadership
Transformational leaders
• Empower and coach followers
• Motivate followers to:
– Ignore self-interest
– Work for the larger good of the organization
– Achieve significant accomplishments
– Make major changes
Transactional Leadership
Transactional leadership• Is more passive• Emphasizes exchange or rewards or
benefits for compliance with leader’s requests
• Appeals to followers’ self-interests to motivate their performance
• Routine changes
The Leadership Process and Followers’ Behaviors
Important points about followers:• They can impact a leader’s success• They can affect the leader’s style and success• They may be as informed as leaders and may
share power with them• Usually have lower formal authority• Leaders are usually followers of someone else• They have implicit leadership theories
HERSEY AND BLANCHARD: SITUATIONAL LEADERSHIP MODEL
Focuses on followers’ “readiness” to engage in learning new tasks
HERSEY AND BLANCHARD: SITUATIONAL LEADERSHIP MODEL
Focuses on followers’ “readiness” to engage in learning new tasks
LEADER-MEMBER EXCHANGE (LMX) THEORY
Focuses on types of relationships between a leader and a follower
LEADER-MEMBER EXCHANGE (LMX) THEORY
Focuses on types of relationships between a leader and a follower
Leadership Approaches Based on Follower’s Behavior
Situational Leadership Model
• Leadership behaviors depend on “readiness” of followers
– Ability in a new task
– Willingness to undertake the new task
• Leadership behaviors
– Supportiveness (people orientation)
– Directiveness (task orientation)
Leader-Member Exchange Theory
• Quality of the leader-member relationship can influence behavior of subordinates
• Leader should build a strong, mutually beneficial relationship
• Relationship goes through stages:– Stranger– Acquaintance– Maturity
Role-Implementation
High
AlmostUnlimited
Team
Leader-Member Relationships
Role-Making
Medium
Limited
Role-Finding
Low
None
Self
Relationship-building phase
Quality of leader-member exchange
Amounts ofreciprocal Influence
Focus of interest
Stranger
Relationship CharacteristicsRelationship
Characteristics
Relationship stage
Relationship stage
Maturity
Time
Acquaintance
The Situation
Situational variables affecting leadership are:• Tasks to be performed
– If task changes, leadership style changes– Unstructured task done by experts supportive
leadership– Structured task done by inexperienced people
directive leadership
• Organizational context– Immediate work group + larger organization– Organizational culture influences leadership style
• Also strategy, structure, HR practices, controls
FIEDLER: CONTINTENCY LEADERSHIP MODEL
Focuses on type of leader and the degree of favorability of the situation
FIEDLER: CONTINTENCY LEADERSHIP MODEL
Focuses on type of leader and the degree of favorability of the situation
HOUSE: PATH-GOAL THEORY
Use leadership approach based on both subordinate skills and situation
HOUSE: PATH-GOAL THEORY
Use leadership approach based on both subordinate skills and situation
Leadership Approaches Based on Situation
Leadership Contingency Theory
Premise: Leadership effectiveness depends on 1) favorability of situation and 2) type of leader
FAVORABLE SITUATION
• Good subordinate relationships• Highly structured task• High amount of position power
UNFAVORABLE SITUATION
• Poor subordinate relationships• Unstructured task• Leader lacks position power
TASK-ORIENTED LEADERS
Do best when the situation is either:• Highly favorable, or• Highly unfavorable
PEOPLE-ORIENTED LEADERS
Do best when the situation is either:• Moderately favorable, or• Moderately unfavorable
• Leader’s job is to increase subordinate satisfaction and effort
• Assumes that:– One leadership approach will work better in
some task situations than others
– Leaders can modify their styles to suit the situation
• Two basic leadership behaviors:– Supportive
– Directive
Path-Goal Theory
The task is:Frustrating, boring, stressful,
structured, and routine
Subordinates are:Highly experienced and
competent
The task is:Interesting but ambiguous, nonstressful, unstructured,
varied
Subordinates are:inexperienced
Directive Leadership Style(Task oriented)
Supportive Leadership Style(Person oriented)
Goal(i.e., increased performance)
IF
AND
IF
AND
Path-Goal Theory
Adapted from Exhibit 9.14
Substitutes for Leadership
Direct Feedbackfrom Task
Direct Feedbackfrom Task
Cohesive workgroup
Cohesive workgroup
Advisory orStaff SupportAdvisory or
Staff Support
IntrinsicallySatisfying Task
IntrinsicallySatisfying Task
Ability,Experience,
Training
Ability,Experience,
Training
ProfessionalOrientation
ProfessionalOrientation
Substitutesfor Leadership
Substitutesfor Leadership