Modern Management, 10e Certo

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(No Transcript)
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Objectives

• 1. A working definition of leadership
• 2. An understanding of the relationship between
  leading and managing
• 3. An appreciation for the trait and situational
  approaches to leadership
• 4. Insights into using leadership theories that
  emphasize decisionmaking situations
• 5. Insights into using leadership theories that
  emphasize more general organizational situations
• 6. An understanding of alternatives to leader
  flexibility
• 7. An appreciation of emerging leadership styles
  and leadership issues of today

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Defining Leadership

• Leader Versus Manager
• Managing
• Broader in scope
• Focuses on nonbehavioral issues
• Leading
• Emphasizes behavioral issues

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Defining Leadership
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The Trait Approach to Leadership

• Successful leaders tend to possess
• 1. Intelligence, including judgment and verbal
  ability
• 2. Past achievement in scholarship and athletics
• 3. Emotional maturity and stability
• 4. Dependability, persistence, and a drive for
  continuing achievement
• 5. The skill to participate socially and adapt to
  various groups
• 6. A desire for status and socioeconomic position

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The Situational Approach to Leadership A Focus
on Leader Behavior

• Leadership Situations and Decisions
• The Tannenbaum and Schmidt Leadership Continuum
• The manager
• 1. Makes the decision and announces it
• 2. Sells the decision
• 3. Presents ideas and invites questions
• 4. Presents a tentative decision that is subject
  to change
• 5. Presents the problem, gets suggestions, and
  then makes the decision
• 6. Defines the limits and asks the group to make
  a decision
• 7. Permits the group to make decisions within
  prescribed limits

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The Situational Approach to Leadership A Focus
on Leader Behavior
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The Situational Approach to Leadership A Focus
on Leader Behavior

• Leadership Situations and Decisions (continued)
• Determining How to Make Decisions as a Leader
• 1. Forces in the Manager
• Managers values
• Level of confidence in subordinates
• Personal leadership strengths
• Tolerance for ambiguity

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The Situational Approach to Leadership A Focus
on Leader Behavior

• Leadership Situations and Decisions (continued)
• Determining How to Make Decisions as a Leader
  (continued)
• 2. Forces in Subordinates
• They have a relatively high need for independence
• They have a readiness to assume responsibility
  for decision making
• They have a relatively high tolerance for
  ambiguity
• They are interested in the problem and believe it
  is important to solve it
• They understand and identify with the
  organizations goals.
• They have necessary knowledge and experience to
  deal with problem
• They have learned to expect to share in decision
  making

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The Situational Approach to Leadership A Focus
on Leader Behavior

• Leadership Situations and Decisions (continued)
• Determining How to Make Decisions as a Leader
  (continued)
• 3. Forces in the Situation
• Type of organization in which the leader works
• Effectiveness of a group
• Problem to be solved
• Time available to make a decision

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The Situational Approach to Leadership A Focus
on Leader Behavior

• Leadership Situations and Decisions (continued)
• Determining How to Make Decisions as a Leader An
  Update
• The Vroom-Yetton-Jago Model
• 1. Organizational decisions should be of high
  quality
• 2. Subordinates should accept and be committed
  decisions
• Decision Styles
• Using the Model

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The Situational Approach to Leadership A Focus
on Leader Behavior
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The Situational Approach to Leadership A Focus
on Leader Behavior
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The Situational Approach to Leadership A Focus
on Leader Behavior

• Leadership Behaviors
• The OSU Studies
• Structure behavior
• Consideration behavior
• Leadership Style
• The Michigan Studies
• Job-Centered Behavior
• Employee-Centered Behavior

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The Situational Approach to Leadership A Focus
on Leader Behavior
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The Situational Approach to Leadership A Focus
on Leader Behavior

• Leadership Behaviors (continued)
• Effectiveness of Various Leadership Styles
• Comparing Styles
• The HerseyBlanchard Life Cycle Theory of
  Leadership
• Maturity
• The Life Cycle Model
• Exceptions to the Model
• Applying Life Cycle Theory

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The Situational Approach to Leadership A Focus
on Leader Behavior
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The Situational Approach to Leadership A Focus
on Leader Behavior

• Leadership Behaviors (continued)
• Fiedlers Contingency Theory
• Changing the Organization to Fit the Leader
• Leadermember relations
• Task structure
• Position power
• Actions to modify the leadership situation
• 1. Change the individuals task assignment
• 2. Change the leaders position power
• 3. Change the leadermember relations in this
  group

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The Situational Approach to Leadership A Focus
on Leader Behavior
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The Situational Approach to Leadership A Focus
on Leader Behavior
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The Situational Approach to Leadership A Focus
on Leader Behavior

• Leadership Behaviors (continued)
• The PathGoal Theory of Leadership
• Leadership Behavior
• 1. Directive behavior
• 2. Supportive behavior
• 3. Participative behavior
• 4. Achievement behavior
• Adapting Behavior to Situations

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Leadership Today
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Leadership Today

• Transformational Leadership
• The Tasks of Transformational Leaders
• Coaching
• Coaching Behavior
• Listens closely
• Gives emotional support
• Shows by example what constitutes appropriate
  behavior
• Superleadership
• Leading by showing others how to lead themselves

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Leadership Today
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Leadership Today

• Servant Leadership
• Servant leaders are . . .
• . . . good listeners.
• . . . persuasive.
• . . . aware of their surroundings.
• . . . empathetic.
• . . . stewards.
• Entrepreneurial Leadership
• Leader is self-employed

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Leadership Today
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Questions