Leadership: influencing group members to achieve goals

1

• Leadership influencing group members to achieve
  goals
• Excellent leaders motivate their employees to
  achieve more than minimal requirements
• A complex array of cultural, social, and
  institutional issues face the global leaders of
  today

2
(No Transcript)
3
(No Transcript)
4
(No Transcript)
5
GLOBAL LEADERS

• Have skills and abilities to manage people from
  diverse backgrounds
• Cosmopolitan
• Skilled at intercultural communication
• Rapid acculturators

6
THREE CLASSIC MODELS A VOCABULARY OF LEADERSHIP

• Leadership traits
• Leader behavior
• Contingency leadership models

7
LEADERSHIP TRAITS

• Trait models of leadership Are leaders born or
  made?
• The great person theory

8
TRAITS OF SUCCESSFUL U.S. LEADERS

• More initiative/assertiveness/ persistence
• Higher intelligence/self confidence
• Greater desire for responsibility and influence
• Greater awareness of the needs of others
• Integrity / credibility

9
U.S. PERSPECTIVES ON LEADERSHIP BEHAVIORS

• Two major types of leadership behaviors
• 1. Initiating structure task-centered leaders
• Give directions, establish standards

10

• 2. Focus on social and emotional needs of
  employees
• consideration or person- centered leaders

11
LEADER DECISION MAKING STYLES

• Autocratic
• Benevolent
• Democratic
• Consultative or participative leadership style

12
WHICH STYLE OF LEADER BEHAVIOR IS BEST?

• It all depends
• Contemporary views challenge the assumption
  that one style of leadership behavior fits all
  situations

13
(No Transcript)
14
CONTINGENCY THEORIES

• Assumption
• Different styles and different leaders are more
  appropriate for different situations

15
FIEDLER ON LEADERSHIP

• Success depends on
• 1. Leader/subordinates relationships
• 2. Subordinates' tasks
• 3. Power of the leader
• Effectiveness style matches situation

16
(No Transcript)
17
PATH-GOAL THEORY

• Identifies four types of leadership styles
• Directive
• Supportive
• Participative
• Achievement-oriented

18
PATH-GOAL THEORY FITS

• Subordinates
• High achievement needs achievement-oriented
  ldr.
• High social needs supportive ldr.
• Job unstructured directive or
  achievement-oriented ldr.

19
NATIONAL CONTEXT AND LEADER BEHAVIORS

• Regardless of cultural background, leaders use
  both person and task-centered behaviors
• Different behaviors communicate leadership style
• Different tactics preferred

20
PREFERRED LEADER INFLUENCE TACTICS
21
NATIONAL CONTEXT AND SUBORDINATE EXPECTATIONS

• Differences in legitimate prerogatives of
  leadership
• High power distance - autocratic leadership
• Low power-distance - leader be more like them

22

• Strong masculinity norms - more authoritarian
  leadership
• Strong uncertainty avoidance norms - subordinates
  expect the leader to provide more direction

23
TRANSFORMATIONAL LEADERSHIP

• Two basic forms of leadership
• Transactional
• Transformational

24
TRANSFORMATIONAL LEADERSHIP

• Articulates a vision
• Breaks from the status quo
• Provide goals and a plan
• Gives meanings/purpose to goals
• Take risks/motivated to lead
• Builds a power base
• Demonstrates high ethical/moral standards

25
ATTRIBUTIONS AND LEADERSHIP

• Leaders make attributions regarding subordinates
• If internal attribution - leader tends to correct
  or reward the worker
• If external attribution, the leader modifies the
  work environment

26
NATIONAL CULTURE AND LEADERSHIP STYLE
27
Charismatic Leadership
28
Charismatic leaders are frequently able to

• Shape a vision of the future with which employees
  / followers identify
• Shape a value system for which everyone stands
• Trust subordinates and earn their complete trust
  in return

29
(No Transcript)
30
Socialized and Personalized Charisma

• Socialized Charisma
• Articulate visions that serve the interests of
  the collective
• Govern in an egalitarian, non-self-aggrandizing
  manner
• Actively empower and develop followers
• Work through legitimate, established channels of
  authority to accomplish goals
• Personalized Charisma
• Authoritarian
• Demand unquestioning obedience from followers
• Narcissistic
• Hold goals that reflect their own self-interests
• Followers needs are played on as a means to
  achieve the leaders interests
• Disregard rights and needs of others
• Disregard legitimate, established channels of
  authority

31
According to Jay Conger, a noted authority on
charismatic leadership

• Such leaders possess an ability to introduce
  quantum change in an organization
• Charismatic leaders go through four stages
• sensing opportunity and formulating a vision
• articulating the vision
• building trust in the vision
• achieving the vision

32
People who have these characteristics inspire in
their followers

• trust
• confidence
• unquestioning acceptance
• willing obedience
• emotional involvement
• affection for the leader
• higher performance

33
Martin Luther King

• Born in 1929
• Grew up middle class
• Graduated high school at the age of 15
• Earned Ph.D. from Boston University
• Studied Gandhis concept of non-violent
  resistance while earning seminary degree