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Leadership

16

McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

So what is Leadership?

Some researchers define leadership in terms of personality and physical traits.Some researchers believe leadership is represented by a set of prescribed behaviors.Some researchers define leadership in terms of power relationships between leaders and followers.Some researchers define leadership in terms of accomplishment of goals.Some researchers define leadership from a skill-set perspective. 16-2

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16-3

Leaders and Managers p. 469

• Inspire & Motivate• Manage People• Are Decisive• Create a Vision

Managers who are also leaders

Leaders Managers

• Are Accountable• Execute• Manage Resources• Plan, organize, direct,

control

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16-4

LeadershipA leader is someone influences a group of individuals to achieve a common goal.

4 commonalities for all definitions of leadership include:

1.Leadership is a process between leaders and followers

2.Leadership involves social influence

3.Leadership occurs at various levels in an organization

• Individual level, team level, organization level

4.Leadership focuses on goal accomplishment

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16-5

Approaches to Studying Leadership p. 468

•Trait approaches - research in early 1900s

•Behavioral approaches - research of the 1950s & 1960s

•Contingency approaches - research of the 1960s & 1970s

•Transformational Approaches - research of the 1980s

•Emerging Approaches - most current research of the new millennium

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

16-6

Trait Approach to Leadership p. 471

http://www.life.com/gallery/36522/image/57191791/15-great-leaders-through-history#index/1

“Great Man” theory• Leaders are born with innate ability to lead

• Martin Luther King, Jr. • Abraham Lincoln

A “Great Man” had leader traits• Physical or personality characteristics that

differentiated him from his followers

Studies conducted to determine “traits” for leaders

• Stogdill and Mann , Kouzes and Posner, Goleman, Judge, Kellerman

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16-7

Key Positive Leadership Traits p. 474

• Intelligence – greatest correlation to effective leadership

• Self-confidence• Determination• Credibility = Honesty/Integrity• Sociability• Extroversion – great correlation to leadership

emergence and effectiveness• Conscientiousness• Problem solving skills

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16-8

Ineffective Leadership Traits p. 473

•Incompetent•Rigid•Intemperate•Callous•Corrupt•Insular•Evil

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Behavioral Styles Theory

• Idea that leaders can be made; leaders are not born. Post WWII, the military was very interested in this research!

• Many believed that behavior, not personality, better explains how leaders directly affect work group effectiveness.

• Leadership styles, based on behavior, were identified through Ohio State studies.

• 2 basic dimensions of behavior:• Consideration – leader fostering mutual trust and respect• Initiating – leader behavior that maximizes worker output

16-9

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

16-10

Four Leadership Styles p. 475

Seeks input from others before taking

action; gets consensus

High

High

Low

Low

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onsi

der

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Initiating Structure

Passive, noncommittal, low impact on followers

Takes charge, structures employees

tasks

Emphasizes reaching the goal while welcoming

suggestions and encouraging consensus

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16-11

Drucker’s 9 Behaviors to Improve Leadership Effectiveness p. 477

1. Determine what needs to be done.2. Determine the right thing to do for the welfare

of the entire enterprise.3. Develop action plans.4. Take responsibility for decisions.5. Take responsibility for communicating action

plans.6. Focus on opportunities rather than problems.7. Run productive meetings.8. Think and say “we” rather than “I”.9. Listen first, speak last.

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Question for Today

By expressing your own opinion, tell me if you think leaders are born or made?

16-12

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Approaches to Studying Leadership

1. Trait approaches

2. Behavioral approaches

3. Contingency approaches

4. Transformational Approaches

5. Emerging Approaches

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Fiedler’s Contingency Theory

• There must be a match between the leader’s style

and the demands of the situation for the leader to

be effective.

• Leadership style does not change. If a mismatch

occurs between style and the situation, change the

situation.

•Leadership styles are task-motivated or

relationship -motivated.

Contingency Approaches to Leadership

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Path Goal Theory

1. Theory has 8 categories of leader behavior (in the modified version) and the categories depend greatly on employee characteristic and environmental factors.

2. Leaders are expected to spend more effort fostering intrinsic motivation through empowerment.

3. Leadership is not limited to people in managerial roles; leadership should be shared by all people in an organization.

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

House’s Revised Path-Goal Theory

Leader Behaviors Path-goal clarifying Achievement oriented Work facilitation Supportive Interaction facilitation Group oriented-

decision making Representation and

networking Value based

Employee Characteristics

Locus of control Task ability Need for achievement Experience Need for clarity

Environmental Factors

Task structure Work group dynamics

Employee motivation Employee satisfaction Employee performance Leader acceptance Work-unit performance

Leader Behaviors

Leadership Effectiveness

Environmental Factors

Employee Characteristics

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Transformational Approaches

• Transactional Leadership focuses on clarifying employees’ roles and providing rewards contingent on performance• Appeals to what followers want (rewards)• Self-interest is important in this approach

• Transformational Leadership transforms employees to pursue organizational goals over self-interest• Appeals to followers’ values, beliefs, self-concept• Organizational interest overrides self-interest

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Emerging Approaches

Leader-Member Exchange (LMX): Leaders treat all employees differently, based entirely upon one-on-one relationship.Shared Leadership exchange: simultaneous, ongoing, mutual influence process in which individuals share responsibility for leading, regardless of their formal roles and titles.Servant-Leadership: Great leaders act as servants, putting the needs of others, including employees, customers, and community, as their first priority.Follower Perspective: Followers must understand themselves and their leaders, build on mutual strengths, and accommodate their leader’s style.

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Servant Leadership Characteristics

Very self-aware of their strengths and limitations

4) Awareness

Strive to make themselves and others whole in the face of failure or suffering

3) Healing

Try to empathize with others’ feelings and emotions

2) Empathy

Focus on listening to identify and clarify the needs and desires of the group

1) Listening

DescriptionServant-Leadership Characteristics

Rely on persuasion when making decisions and trying to influence others

5) Persuasion

Table 16-7

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16-20

Servant Leadership Characteristics

Assume they are stewards of the people and resources they manage

8) Stewardship

Have ability to foresee future outcomes associated with a current course of action or situation

7) Foresight

Seek the appropriate balance between a short-term, day-to-day focus, and a long-term, conceptual orientation

6) Conceptualization

DescriptionServant-Leadership Characteristics

Table 16-7

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16-21

Servant Leadership Characteristics

Strive to create a sense of community both within and outside the work organization

10) Building community

Committed to people beyond their immediate work role

9) Commitment to the growth of people

DescriptionServant-Leadership Characteristics

Table 16-7

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Question for Today

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Pretend that you work for a medium-sized movie theater, which has about 50 locations covering 10 states, the southeast region of the United States.

Identify some activity in which your organization could engage in servant-leadership. This method should demonstrate leadership to the community, or to your company’s geographic region.

t should build trust with people (not just customers), should engage all levels of the organization, and should solve some important need in the area.