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Supervision in Organizations

Chapter 9

Providing Effective Leadership

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Learning OutcomesAfter reading this chapter, I will be able to:1. Define leader and explain the difference between a

leader and a supervisor.

2. Identify the traits that may help you become a successful leader.

3. Define charisma and its key components.

4. Describe the skills of a visionary leader.

5. Differentiate between task-centered and people-oriented leadership styles.

6. Explain situational leadership.

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Understanding Leadership

• Leadership defined…

The ability an individual demonstrates to influence others to act in a particular way through direction, encouragement, sensitivity, consideration and support.

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Supervisors Versus Leaders

“Not all leaders are supervisors, nor are all supervisors leaders.”

• SupervisorsPersons whose influence on others is limited to

the appointed authority of their positions to reward and punish.

• LeadersPersons with managerial and personal power

who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone.

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Trait Theories Of Leadership

• Trait theories of leadership

Theories that attempt to isolate characteristics that differentiate leaders from nonleaders

Attempts to identify traits that always differentiate leaders from followers and effective leaders from ineffective leaders have failed.

Attempts to identify traits consistently associated with leadership have been more successful.

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Six Traits That Differentiate Leaders from Nonleaders

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Charismatic Leadership

• Charismatic leader defined…

An individual with a compelling vision or sense of purpose, an ability to communicate that vision in clear terms that followers can understand, a demonstrated consistency and focus in pursuit of the vision, and an understanding of his or her own strengths.

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Charismatic Leadership

• A charismatic leader influences followers by:Stating a vision that provides a sense of

community by linking the present with a better future.

Communicating high expectations and expressing confidence that followers can attain them.

Conveying, through words and actions, a new set of values, and by his or her behavior setting an example for followers to imitate.

Making self-sacrifices and engaging in unconventional behavior to demonstrate courage and convictions about the vision.

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Key Characteristics of Charismatic Leaders

• Idealized goal• Ability to help others understand the goal• Strong convictions about the goal• Behavior that is unconventional• Assertive and self-confident• High self-monitoring• Appearance as a change agent

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Visionary Leadership

“A vision should create enthusiasm, bringing energy and commitment to the organization.”

The key properties of a vision are inspirational possibilities that are value centered, realizable, and have superior imagery and articulation.

• Visionary leadershipThe ability to create and articulate a realistic,

credible, attractive vision of the future that grows out of and improves upon the present

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Skills of Visionary Leaders

• The ability to explain the vision to others. Make the vision clear in terms of required actions and

aims through clear oral and written communication. (Ronald Reagan – return to happier & prosperous times)

• The ability to express the vision not just verbally but through the leader’s behavior. Behaving in ways that continually convey and reinforce

the vision. (Herb Keller – SW Airlines)

• The ability to extend the vision to different leadership contexts. Sequencing activities so the vision can be applied in a

variety of situations

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How to Become a Leader

• Development of the following skills:Technical skills (ability to assist others)

Tools, procedures, and techniques that are unique to your specialized situation

Conceptual skills (anticipate the future) Ability to think in the abstract, analyze info, and make

connections between the data

Networking skills Socialize and interact with outsiders

Human relation skills (people skills) Work with, understand, and motivate other around you

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The Ohio State Studies

• Studies that sought to identify independent dimensions of leader behaviorTask-centered leader

People-centered leader

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Task-centered leadership

• Task-centered leadership defined…An individual with a strong tendency to

emphasize the technical or task aspects of a job Ensures compliance with rules, regulations, and

production goals

• Example:Autocratic Leader (taskmaster)

Leaves no doubt as to who’s in charge, and who has the authority and power in the group

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People-Centered

• People-centered leader defined…Emphasizes interpersonal relations with those

he or she leads. (preferred by today’s workforce) Takes personal interest in needs of his/her employees

• Example:Participative leadership style

Leadership style of an individual that seeks input from followers for many of the activities in the organization

Perspective #1: Consultative-participative leadership– Obtain input, but makes final decision

Perspective #2: Democratic-participative leadership– Obtain input and decision is made by the group

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Situational Leadership

• Situational leadership theory (Hersey & Blanchard)

Leaders should adjust (high-self monitors) their leadership styles—telling, selling, participating, and delegating—in accordance with the readiness of their followers.

New leadership model and getting much attention.

Acceptance: Leader effectiveness reflects the reality that it is the followers who accept or reject the leader.

Readiness: a follower’s ability and willingness to perform.

At higher levels of readiness, leaders respond by reducing control over and involvement with employees.

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Situational Leadership

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Hersey and Blanchard’sSituational Leadership®

Model

Exhibit 11.7

Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership Studies, Escondido, California. All rights reserved.

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Situational Leadership

• R1 (Telling)

Employee does not know how to do a job function

• R2 (Selling)

Employee questions why certain things have to be done a certain way

• R3 (Participative Leadership)

Employee has become the expert on the job and no longer needs to be told what to do

• R4 (Delegating)

Employee has gained trust and needs to be left alone. Assign tasks and let him/her do the taks

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Credibility & Trust

• CredibilityEmployees judge credibility in terms of:

Honesty Competence Ability to inspire

• TrustThe belief in the integrity, character, and

ability of a leader

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Five Dimensions of Trust• Integrity

Honesty and truthfulness

• CompetenceTechnical and interpersonal knowledge and skills

• ConsistencyReliability, predictability, and good judgment

• LoyaltyWillingness to protect and save face for a person

• OpennessWillingness to share ideas and information freely

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The Challenge of Team Leadership

• Becoming an effective team leader requires:Learning to share information.Developing the ability to trust others.Learning to give up authority.Knowing when to leave their teams alone and

when to intercede.

• New roles that team leaders take onManaging the team’s external boundaryFacilitating the team process