Leadership

1
Chapter 14

• Leadership

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The Nature of Leadership

• Leadership
• Exerting influence over others
• Inspiring, motivating and directing the
  activities of others to achieve group goals
• Leader
• An individual who is able to exert influence over
  other people to help achieve group goals

3
The Nature of Leadership

• Personal Leadership Style
• Specific ways a manager chooses to exert
  influence
• Shapes the way the manager approaches the
  principal tasks of management
• The challenge is to develop an effective personal
  management style
• Managers vs. Leaders
• Managers establish and implement procedures
• Leaders look to the future

4
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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Types of Power
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Empowerment

• Giving employees the authority to make decisions,
  be responsible for their outcomes, improve
  quality, and cut costs
• Increases a managers ability to get things done
• Increases workers involvement, motivation, and
  commitment
• Gives managers more time to concentrate on their
  pressing concerns

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Trait Leadership Model

• Attempt to identify personal traits that cause
  for effective leadership.
• Research shows that certain personal
  characteristics do appear to be connected to
  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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Behavioral Leadership Model

• Identifies the two basic types of behavior that
  leaders use to influence their subordinates
• Consideration
• Show subordinates they trust, respect, and care
  about them
• Managers look out for the well-being of their
  subordinates
• Initiating
• Take steps to make sure that work gets done
• Managers assign tasks to groups and let
  subordinates know what is expected of them

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Contingency Models of Leadership

• The situation helps to determine the
  effectiveness of the leader
• The result of the interplay between
• What the manager
• is like
• What he does
• The situation in which
• leadership takes place

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Fiedlers Model

• Effective leadership is contingent on style of
  leadership and situational characteristics
• Leadership style
• The enduring, characteristic approach to
  leadership that a manager uses
• Relationship-oriented leaders are concerned with
  developing good relations with their subordinates
  
• Task-oriented leaders are concerned with ensuring
  that subordinates perform at a high level

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Fiedlers Model

• Situation Characteristics
• Leader-member relations is the extent to which
  followers like, trust, and are loyal to their
  leader
• Task structure is the extent to which the work to
  be performed is clear-cut
• Position Power is the amount of legitimate,
  reward, and coercive power leaders have due to
  their position

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Fiedlers Model
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Houses Path-Goal Theory

• Effective leaders can motivate subordinates to
  achieve goals by
• Clearly identifying the outcomes that
  subordinates are trying to obtain
• Rewarding subordinates with these outcomes for
  high-performance
• Clarifying the paths leading to the attainment of
  work goals

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Houses Path-Goal Theory

• Four leadership behaviors
• Directive behaviors set goals, assign tasks, show
  how to do things
• Supportive behaviors look out for the workers
  best interest
• Participative behaviors give subordinates a say
  in matters that affect them
• Achievement-oriented behaviors set very
  challenging goals
• Behavior to be used depends on the subordinates
  and the kind of work

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The Leader Substitutes Model

• Leadership Substitute
• Acts in the place of a leader and makes
  leadership less necessary
• Worker empowerment or self-managed work teams
  reduce leadership needs
• 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

• Uses referent and expert power to motivate
  subordinates
• Helps subordinates understand the importance of
  their jobs for the organization to attain its
  goals
• Helps subordinates become aware of personal
  growth, development, and accomplishment needs
• Encourages subordinates to work for the good of
  the organization

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Charismatic Leaders

• Enthusiastic, self-confident transformational
  leaders
• Able to clearly communicate his vision of how
  good things could be
• Characteristics
• Excited and clearly communicates excitement
• Openly shares information with employees
• Empowers workers to help with solutions
• Engages in the development of employees

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Transactional Leadership

• Use their reward and coercive powers to encourage
  high performance
• Exchange rewards for performance and punish
  failures
• Push subordinates to change but do not seem to
  change themselves

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Gender and Leadership

• The number of women managers is rising but is
  still relatively low
• Stereotypes suggest women are supportive and
  concerned with interpersonal relations
• Similarly, men are seen as task-focused
• Research indicates that there is no gender-based
  difference in leadership effectiveness
• Women adopt a participative approach to overcome
  resistance to them as managers

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Emotional Intelligence and Leadership

• Emotional Intelligence
• Helps develop a vision
• Helps motivate subordinates to commit
• Energizes subordinates to work towards the vision
• The Moods of Leaders
• Groups whose leaders experienced positive moods
  had better coordination
• Groups whose leaders experienced negative moods
  exerted more effort