chapter 10 - principle of management

7/28/2019 Chapter 10 - Principle of Management

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Leaders and

Leadership

Chapter Ten

Copyri ght 2011 by the McGraw-H il l Companies, Inc. Al l r ights reserved.McGraw-Hill/Irwin


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Learning Objectives

LO1 Describe what leadership is, when leaders are

effective and ineffective, and the sources of power

that enable managers to be effective leaders

LO2 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

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Learning Objectives (cont.)

LO3 Explain how contingency models of leadershipenhance our understanding of effective leadershipand management in organizations

LO4 Describe what transformational leadership is, andexplain how managers can engage in it

LO5 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 influenceover other people and inspires, motivates and

directs their activities to help achieve group ororganizational goals

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Leader

An individual who is

able to exert

influence over otherpeople to help

achieve group or

organizational goals

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Personal Leadership Style

The specific ways in which a manager chooses to

influence others shapes the way that manager

approaches the other tasks of management.

The challenge is for managers at all levels to

develop an effective personal management

style

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Servant leaders

leader who has a strong desire to serve and work

for the benefit of others

shares power with followers

strives to ensure that followers most important

needs are met

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Discussion Question

What culture has the most effective leadership

style?

A. JapaneseB. European

C. United States

D. Middle Eastern

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Leadership Across Cultures

Leadership styles may vary among different

countries or 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 10.1 10-10


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Question

What type of power is the ability of a manager

to give or withhold tangible and intangible

rewards?

A. Reward

B. Coercive

C. ExpertD. Legitimate

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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 an organizational hierarchy

Reward Power

The ability of a manager to give or withhold

tangible and intangible

rewards

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Power: The Key to Leadership

Referent Power

Power that comes from subordinates and

coworkers respect for the personal characteristics

of a leader which earns their loyalty and

admiration.

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Empowerment: An Ingredient in Modern

Management

Empowerment

The process of giving workers at all levels more

authority to make decisions and the responsibility

for their outcomes

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Empowerment: An Ingredient in Modern

Management

Empowerment:

Increases a managers ability to get things done

Increases workers involvement, motivation, andcommitment

Gives managers more time to concentrate on their

pressing concerns

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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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Question?

Which leadership model identifies the two basictypes of behavior that many leaders engagedin to influence their subordinates?

A. Fiedler

B. Path-Goal

C. Behavioral

D. Trait

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The Behavior Model

Behavioral Model

Identifies the two basic types of behavior that

many leaders engaged in to influence their

subordinates

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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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Fiedlers Model

Personal characteristics can influence leader

effectiveness

Leader style is the managers characteristic

approach to leadership

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Relationship-oriented

style

leaders concerned with

developing goodrelations 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 and focus on

task accomplishment

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Fiedlers Model

Situation Characteristics

How favorable a situation is for leading to occur

Leader-member relationsdetermines how muchworkers like and trust their leader

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Fiedlers Model

Task structure

the extent to which workers tasks are clear-cut so

that a leaders subordinates know what needs to

be accomplished and how to go about doing it

Position Power

the amount of legitimate, reward, and coercive power

leaders have by virtue of their position When positional power is strong, leadership

opportunity becomes more favorable

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Fiedlers Contingency Theory of

Leadership

Figure 10.2 10-26


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Houses Path-Goal Theory

A contingency model of leadership proposing the

effective leaders can motivate subordinates by:

1.Clearly identifying the outcomes workers are trying

to obtain from their jobs.2.Rewarding workers for high-performance and goal

attainment with the outcomes they desire

3.Clarifying the paths to the attainment of the goals,

remove obstacles to performance, and expressconfidence in workers ability.

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Directive behaviors

set goals, assign

tasks, show how to

do things

Supportive behavior

look out for the

workers best

interest

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Participative

behavior

give subordinates a

say in matters thataffect them

Achievement-

oriented behavior

Setting very

challenging goals,believing in workers

abilities

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The Leader Substitutes Model

Leadership Substitute

A characteristic of a subordinate or characteristic

of a situation or context that acts in place of the

influence of a leader and makes leadership

unnecessary

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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 and performance to the organization by

providing feedback to the worker

Makes subordinates aware of their own needs for

personal growth and development

Motivates workers to work for the good of theorganization, not just themselves

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Being a Charismatic Leader

Charismatic Leader

An enthusiastic, self-confident transformational

leader who is able to clearly communicate his or

her vision of how good things could be

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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

Behavior a leader

engages in tosupport and

encourage followers

and help them

develop and grow on

the job

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Transactional Leadership

Transactional Leaders

Leaders that motivate 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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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 ofLarry Brilliants power as a leader?

How does google.org illustrate empowerment

at Google?

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