mngt103 report

CHAPTER OBJECTIVES

TO UNDERSTAND:

•The Nature of Leadership and Followership•The Difference between Traits and Behaviors•Different Leadership Styles•Early Approaches T Leadership•Substitutes for Leadership•Self-Leadership and Superleadership•Coaching as a Leadership Role

“Leadership is the process of influencing and supporting others to work enthusiastically toward achieving objectives.”

- John C. Maxwell

“A great leader's courage to fulfill his vision comes from passion, not position.”

- John C Maxwell

Leadership is the process of influencing and supporting others to work enthusiastically toward achieving objectives.

The three important elements in the definition are influence/support, voluntary effort and goal achievement

Leadership then is the catalyst that transforms potential into reality

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

- John Quincy Adams

Management and Leadership

Leadership is an important of management, but it is not the whole story The primary role of a leader s to influence others to voluntarily seek defined objectives Managers also plan activities organize appropriate structures and control resources

Managers LeadersManagers holds formal positions Anyone can use his or her informal

influence while acting as a leader

Managers achieve results by directing the activities of others

Leaders create a vision and inspire others to achieve this vision and to strech themselves beyond their normal capabilities.

“Management is doing things right; leadership is doing the right things.”

- Peter F. Drucker

Traits of Effective Leaders

Cognitive And Psychological Factors

Physical Characteristics

Personality Characteristics

Intelligence Height Extroverts Or Introverts

Ambition Body size And Shape

Thinker Or Feelers

Agressiveness Personal Attractiveness

Sensers Or IntuitorsJudges Or Perceivers

• High Level of Personal Drive

• Cognitive (Analytical) Ability

• Desire To Lead

• Pesonal Integrity

• Self Confidence

• Business Knowledge

• Charisma

• Creativity

• Flexibility

• Personal Effectivity (Warmth)

“Leadership consists not in degrees of technique but in traits of character; it requires moral rather than athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of self-restraint.”

-Lewis H. Lapham

Leadership Behavior

Much research has focused on identifying leadership behaviors. In this view, successful leadership depends on appropriate behavior, skills, and actions and less on personal traits.

“A leader is one who knows the way, goes the way, and shows the way.”

- John c. Maxwell

Technical SkillsRefers to person’s knowledge of and ability in any type of process or technique.

Human Skill Human Skill is the abbility to work effectively with people and to build teamwork

Conceptual SkillConceptual Skill is the ability to thnk in terms of models frameworks and broad relationships, such as long-range plans

"The person who exhibits leadership is ... someone that makes things happen that would not happen otherwise."

-(A.D. Edwards and D. Jones)

Situational Aspects

Successful Leadership requires behaviors that unites and stimulates followers toward defined objectives in specific situations.

Varables that affect oneanother in determining appropriate leadership behavior.•Leader•Follower•Situation

“Confront them with annihilation, and they will then survive; plunge them into a deadly situation, and they will then live. When people fall into danger, they are then able to strive for victory.”

- Sun Tzu

Followership

Followership behaviors include•Not competing with the leader to be in the limelight•Being loyaly and supportive a team player•Not being a “yes person” who atomatically agrees•Acting as a devil’s advocate by raising penetrating questions•Constructively confronting the leader’s ideas, values and actions•Anticipating potential problems and preventing them

With few exceptions, leaders in an organizations are also followers.

“Innovation distinguishes between a leader and a follower.”

- Steve Jobs

Positive and Negative LeadersPositive Leadership – The approach emphasizes rewards – Economic or otherwise.

Negative Leadership – Emphasis is placed on penalties

Autocratic, Consultative, and Participative Leaders

Autocratic leadersCentralize power and decision making in themselves Consultative leadersApproach one or more employees and ask them for inputs prior to making a decision. Participative leadersClearly decentralize autority. They use inputs from followers and particpation by them

Leader Use of Consideration and Structure

Considerate – Concerned about the human needs of their employees.

Structured – Task - oriented leaders, on the other hand believe that they get results by keeping people constantly busy, Ignoring personal issues and emotions, and urging them to produce.

Blake and Mouton’s ManAgerial Grid

- Robert R. Blake- Jane S. Mouton

Contingency Approaches to Leadership Style

These factors will indicate which style

should be more effective.

Becoming the Renaissance Administrative ProfessionalOne key success factor in those

administrative professionals at the top rungs of the career leader is their ability to add value beyond their role in the company like Leonardo da Vinci, these skills that provide solutions for problems from seemingly unrelated situations.

By Marie HermanOffice Pro

June/July 2007 vol67/no5

Fiedler’s ContingencyModel

An early, but often controversial, contingency model of leadership. This model builds upon the previous distinction between task and employee orientation and suggest that the most appropriate leadership style depends on whether the overall situation is favorable, unfavorable, or in an intermediate stage of favorability to the leader.

Fiedler leader’s with three additional variables

Leader Member Relations. Are determined by the manner in which the leader is accepted by the group.

Fiedler leader’s with three additional variables

Task Structure. Reflects the degree to which one specific way is required to do the job.

Fiedler leader’s with three additional variables

Leader Position Power. Describes the organizational power that goes with the position the leader occupies.

Hersey and Blanchard’s Situational Leadership Model

Managers assess development level by examining an employee’s level of job knowledge, skill, and ability, as well as willingness to take responsibility and capacity to act independently.

Path Goal Model of Leadership

Leader’s job is to use structure, support, and rewards to create a work environment that helps employees reach the organizations goals.

GoalSetting

Provides measure of how well individuals and groups are meeting performance standards

PathImprovement

Two Kinds of Support:

Task Support. Assemble the resources, budgets, power, and other elements that are essential to get the job done.

PathImprovement

Two Kinds of Support:

Psychological Support. Leaders must stimulate people to want to do the job.

LeadershipStyles

Leader’s roles are to help employees understand what needs to be done and how to do it.

Path Goal Model Identities four

AlternativesDirective Leadership. The leader focuses on clear task assignments, standards of successful performances, and work schedules.

Path Goal Model Identities four

AlternativesSupportive Leadership. The leader demonstrates concern for employees’ well being and needs, while trying to create a pleasant work environment.

Path Goal Model Identities four AlternativesAchievement Oriented Leadership.

The leader sets high expectations for employees, communicates confidence in their ability to achieve challenging goals, and enthusiastically models the desired behavior.

Path Goal Model Identities four AlternativesParticipate Leadership. The leader

invites employees to provide input to decisions, and seriously seeks to use their suggestions as final decisions are made.

ContigencyFactors

Leaders must identify whether the employee’s task is already structured or not, whether the formal authority system is most compatible with a directive or participative approach, and whether the existing work group already provides for satisfaction of employee social and esteem needs.

Three Significant Variables

in each EmployeeLocus Control. Employees’ achievements are the product of his or her own effort.

Three Significant Variables

in each EmployeeWillingness to Accept the Influence of Others. Directive approach will be more successful; if it is low, a participative style is more appropriate.

Three Significant Variables

in each EmployeeSelf Perceived Task Ability. Employees who have high confidence in their potential will react most favorably to a supportive leader.

Vroom’s Decision MakingModel

They recognized the problem solving solutions differ, so they developed a structured approach for managers to examine the nature of those differences and to respond appropriately.

ProblemAttributes

Managers assess a current decision situation according to its problem attributes especially the perceived importance of technical quality and employee acceptance.

Leadership Options

Autocratic I. Leader individually solves the problem using the information already available.

Leadership Options

Autocratic II. Leader obtains data from subordinates and then decides.

Leadership Options

Consultative I. Leader explains problem to individual subordinates and obtains ideas from each before deciding.

Leadership Options

Consultative II. Leader meets with group of subordinates to share the problem and obtain inputs, and then decides.

Leadership Options

Group II. Leaders shares problem with group and facilities a discussion of alternatives and a reaching of group agreement on a solution.

Emerging Approaches to Leadership

Different views on

relationship those focusing

on traits, behaviors and

contingency factors.

Guardians at the Gate

Today's managers cope with information overload than dealing with unexpected visitors or answering the phone. Learn some tips for better managing the information flow in your and your exec's office.

By Jenny C. McCuneOffice Pro

January/February 2005 vol65/no1

Substitutes and Enhancers for

LeadershipA leader may also lack the necessary traits, knowledge, and skills to fulfill those roles effectively or may not be able to be present all times.

Neutralizers

These are attributes of subordinates of subordinates, tasks, and organizations that actually interfere with or diminish the leader’s attempts to influence the employees.

Substitutes for Leadership

Factors that make leadership roles unnecessary through replacing them with other sources.

Enhancers for Leadership

Elements that amplify a leader’s impact on the employees.

Self Leadership

Requires employees to apply the behavioral skills of self observation, self set goals, management of cues, self reward, rehearsal of activities prior to performance, and self criticism.

Superleadership

Communicate positive self expectations to employees, reward their progress toward self leadership an essential part of the unit’s desired culture.

Coaching

Leader prepares, guides, and directs a “player” but does not playing game.

Most Managers Admit Coaching are:

1. Improving their interaction style

2. Dealing more effectively with change

3. Developing their listening and speaking skills

Other Approaches

Visionary Leaders. Use their communication skills to motivate others to achieve the vision.

It’s Over!!!...