Leadership

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Leadership

• chapter fourteen

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Learning Objectives

• Explain what leadership is, when leaders are
  effective and ineffective, and the sources of
  power that enable managers to be effective
  leaders.
• Identify the traits that show the strongest
  relationship to leadership, the behaviors leaders
  engage in, and the limitations of the trait and
  behavioral models of leadership.
• Explain how contingency models of leadership
  enhance our understanding of effective leadership
  and management in organizations.
• Describe what transformational leadership is, and
  explain how managers can engage in it.
• Characterize the relationship between gender and
  leadership and explain how emotional intelligence
  may contribute to leadership effectiveness.

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The Nature of Leadership

• Leadership
• The process by which a person exerts influence
  over others and inspires, motivates and directs
  their activities to achieve group or
  organizational goals.

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The Nature of Leadership

• Leader
• An individual who is able to exert influence over
  other people to help achieve group or
  organizational goals

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Personal Leadership Styleand Managerial Tasks

• Personal Leadership Style
• The specific ways in which a manager chooses to
  influence others
• shapes the way that manager approaches the other
  principal tasks of management.

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Personal Leadership Styleand Managerial Tasks

• Servant leader
• A leader who has a strong desire to serve and
  work for the benefit of others.

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Leadership Across Cultures

• European managers tend to be more people-oriented
  than American or Japanese managers.
• Japanese managers are group-oriented, while U.S
  managers focuses more on profitability.
• Time horizons also are affected by cultures.

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Sources of Managerial Power
Figure 14.1
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Power The Key to Leadership

• Legitimate Power
• The authority that a manager has by virtue of his
  or her position in the firm.
• Reward Power
• The ability of a manager to give or withhold
  tangible and intangible rewards.

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Power The Key to Leadership

• Coercive Power
• The ability of a manager to punish others
• Limited in effectiveness and application can
  have serious negative side effects
• Examples verbal reprimand, pay cuts, and
  dismissal

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Power The Key to Leadership

• Expert Power
• Power that is based on special knowledge, skills,
  and expertise that the leader possesses.
• Tends to be used in a guiding or coaching manner

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Power The Key to Leadership

• Referent Power
• Power that comes from subordinates and
  coworkers respect , admiration, and loyalty
• Possessed by managers who are likable and whom
  subordinates wish to use as a role model

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Empowerment An Ingredient in Modern Management

• Empowerment
• The process of giving employees at all levels in
  the organization the authority to make decisions,
  be responsible for their outcomes, improve
  quality, and cut costs

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Leadership Models

• Trait Model
• Focused on identifying personal characteristics
  that cause effective leadership.
• Many traits are the result of skills and
  knowledge and effective leaders do not
  necessarily possess all of these traits.

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Traits and Personal Characteristics Related to
Effective Leadership
Table 14.1
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Leadership Models

• Behavioral Model
• Identifies the two basic types of behavior that
  many leaders engaged in to influence their
  subordinates
• Consideration, initiating structure

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The Behavior Model

• Consideration
• Behavior indicating that a manager trusts,
  respects, and cares about subordinates.

• Initiating structure
• Behavior that managers engage in to ensure that
  work gets done, subordinates perform their jobs
  acceptably, and the organization is efficient and
  effective.

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Contingency Models of Leadership

• Contingency Models
• Whether or not a manager is an effective leader
  is the result of the interplay between what the
  manager is like, what he does, and the situation
  in which leadership takes place

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Contingency Models of Leadership

• Fiedlers Model
• Effective leadership is contingent on both the
  characteristics of the leader and of the
  situation.
• Leader style is a managers characteristic
  approach to leadership

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Fiedlers Contingency Model

• Relationship-oriented style
• leaders concerned with developing good relations
  with their subordinates and to be liked by them.

• Task-oriented style
• leaders whose primary concern is to ensure that
  subordinates perform at a high level so the job
  gets done.

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Fiedlers Model Situation Characteristics

• Leader-member relations
• extent to which followers like, trust, and are
  loyal to their leader

• Task structure
• extent to which the work to be performed is
  clear-cut so that a leaders subordinates know
  what needs to be accomplished and how to go about
  doing it

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Fiedlers Model Situation Characteristics

• Position Power
• amount of legitimate, reward, and coercive power
  that a leader has by virtue of his or her
  position in an organization
• Determinant of how favorable a situation is for
  leading.

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Fiedlers Contingency Theory of Leadership
Figure 14.2
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Houses Path-Goal Theory

• A contingency model of leadership proposing that
  effective leaders can motivate subordinates to
  achieve goals by
• Clearly identifying the outcomes that
  subordinates are trying to obtain from their
  jobs.
• Rewarding subordinates with these outcomes for
  high-performance and attainment of work goals
• Clarifying the paths leading to the attainment of
  work goals

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Path-Goal Leadership Behaviors

• Directive behaviors
• setting goals, assigning tasks, showing
  subordinates how to complete tasks, and taking
  concrete steps to improve performance.

• Supportive behavior
• expressing concern for subordinates and looking
  out for their best interests.

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Path-Goal Leadership Behaviors

• Participative behavior
• give subordinates a say in matters and decisions
  that affect them.

• Achievement-oriented behavior
• setting challenging goals, expecting that they be
  met, and believing in subordinates capabilities.

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The Leader Substitutes Model

• Leadership Substitute
• characteristic of a subordinate or of a situation
  or context that acts in place of the influence of
  a leader and makes leadership unnecessary.
• Members of an organization sometimes can perform
  highly without a manager exerting influence over
  them

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The Leader Substitutes Model

• Possible substitutes can be found in
• Characteristics of the subordinates their
  skills, experience, motivation.
• Characteristics of context the extent to which
  work is interesting and fun.

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Transformational Leadership

• Leadership that
• Makes subordinates aware of the importance of
  their jobs are for the organization and how
  necessary it is for them to perform those jobs as
  best they can so that the organization can attain
  its goals

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Transformational Leadership

• Makes subordinates aware of their own needs for
  personal growth, development, and accomplishment
• Motivates workers to work for the good of the
  organization, not just for their own personal
  gain or benefit

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Being a Charismatic Leader

• Charismatic Leader
• An enthusiastic, self-confident transformational
  leader able to clearly communicate his vision of
  how good things could be

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Being a Charismatic Leader

• Charismatic Leader
• Being excited and clearly communicating
  excitement to subordinates.
• Openly sharing information with employees so that
  everyone is aware of problems and the need for
  change.

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Intellectual Stimulation

• Intellectual Stimulation
• Behavior a leader engages in to make followers be
  aware of problems and view these problems in new
  ways, consistent with the leaders vision.

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Developmental Consideration

• Developmental Consideration
• Manager supports and encourages subordinates,
  giving them opportunities to enhance their
  skills and capabilities and to grow and excel
  on the job

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Transactional Leadership

• Transactional Leaders
• Leadership that motivates subordinates by
  rewarding them for high performance and
  reprimanding them for low performance.

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Gender and Leadership

• The number of women managers is rising but is
  still relatively low in the top levels of
  management.
• Stereotypes suggest women are supportive and
  concerned with interpersonal relations.
  Similarly, men are seen as task-focused.

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Emotional Intelligence and Leadership

• The Moods of Leaders
• Groups whose leaders experienced positive moods
  had better coordination
• Groups whose leaders experienced negative moods
  exerted more effort

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Emotional Intelligence and Leadership

• Emotional Intelligence
• Helps leaders develop a vision for their firm.
• Helps motivate subordinates to commit to the
  vision.
• Energizes subordinates to work to achieve the
  vision.

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Example Coach Roy Williams

• Roy Williams is the Mens basketball coach at the
  University of North Carolina Chapel Hill. He
  has three guiding principles of leadership
• Everyone on the team must focus on the same goal.
  It's my job to effectively communicate those
  goals to the team.
• Emphasize those goals every day.
• Understand that although everyone has a common
  goal, individuals also have goals, needs, and
  dreams that must be cared for.

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Video Case Google Extends Charitable Giving

• Are Google co-founders Brin and Page servant
  leaders? How about Larry Brilliant?
• What would you say is the biggest source of Larry
  Brilliants power as a leader?
• How does google.org illustrate empowerment at
  Google?