leadership. abrdgd.ch.12

8/16/2019 Leadership. Abrdgd.ch.12

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Chapter

12 Leadership


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• What is Leadership

• Who is a Leader

• What is the difference between aManager and a Leader


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MANAGING AND LEADING

Leadership isThe process of directing, controlling, motivating, andinspiring staff to ard the reali!ation of statedorgani!ational goals

A leader is one whoInfl"ences others to attain goals#Challenge the process

Inspire a shared vision$ etc#%acilitates or g"ides the follo ers as a coach andmentor so the& ma& t"rn into leaders themselves#


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'o"rces (f )o er

Control over p"nishments

Appealing personal

characteristics

A"thorit&

)o er

Control over re ards

E*pertise


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)o er And Leadership

)o er )o er is central to effective leadership# It is the a+ilit& toinfl"ence other people

'o"rces of po er legitimate power leader has organi!ational a"thorit&

emplo&ees are o+ligated to compl& ith legitimate orders

reward power leader has control over val"ed re ardscoercive power leader has control over p"nishments

referent power leader has personal characteristics that appealto others and ma-e them desiro"s of the leader.s approvalexpert power leader has -no ledge that others feel ill +e of

+enefit to them


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Trait theories ass"me certain meas"ra+lecharacteristics e*ist that are "ni/"e to leaders

Behavioural theories attend onl& to o+serva+le +ehavio"rs and ho leaders act

Situational and contingency approaches emphasi!econte*t"al factors as -e& to leadershipeffectiveness

Traditional Approaches To0nderstanding Leadership


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Traditional Approaches To0nderstanding Leadership

Leader traitstrait approach foc"ssed on individ"al leaders to determinethe personal characteristics that great leaders sharecharacteristics that disting"ish effective leaders

drive characteristics that reflect a high level of effortleadership motivation the&want to lead integrity actions correspond to ordsself-confidence e*pectation that one is a+le to overcomeo+stacles and ma-e good decisions in the face of "ncertaint&knowledge of the business a+ilit& to interpret informationability to perceive the needs of others and to adjust one’sbehavior accordingly


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Traditional Approaches To0nderstanding Leadership cont#

Leader +ehaviors behavioral approach) so"ght toidentif& hat +ehaviors good leaders e*hi+it

task performance leader.s efforts to ens"re that the or- "nitreaches its goals

foc"s on or- speed, /"alit& and /"antit& of o"tp"t, and r"les

group maintenance actions ta-en to ens"re satisfaction ofthe gro"p mem+ers

develop and maintain harmonio"s or- relationshipsleader-member exchange theory foc"ses on the leader.s

+ehavior to ard individ"als on a personal +asisfoc"s is primaril& on gro"p maintenance +ehaviors e#g#, tr"st, opencomm"nication, m"t"al respect, m"t"al lo&alt& etc#


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Leader +ehaviors cont# participation in decision making leader +ehaviors thatmanagers perform in involving their emplo&ees in ma-ingdecisions

autocratic leadership ma-es decisions and then anno"ncesthem to the gro"pdemocratic leadership solicits inp"t from others

"ses consens"s or ma3orit& vote to ma-e the final choice


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Leader +ehaviors cont# Blake and Mouton’s Leadership rid

descri+ed a ide range of leadership st&lesrecommended a 4,4 st&le that is high on concern for people and

high on concern for prod"ctionignores the effect of the sit"ation


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1 2 3 4 5 6 7 8 9

!oncern for "roductionHighLow

1

2

3

4

5

6

7

8

9

! o n c e r n

f o r " e o p l e

High

Low

The Leadership Grid

TeamManagement

(9,9)

Middle of the RoadManagement

(5,5)

m!o"e#i$hedManagement(1,1)

%o&nt#' %l&Management

(1,9)

&tho#it'*%om!lian+e(9,1)


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'it"ational approaches to leadership

leadership perspectives proposing that "niversall& importanttraits and +ehaviors do not e*ist, and that effective leadership

+ehavior varies from sit"ation to sit"ationre#uires the leader to first analy$e the situation and then decide

what to doTannen+a"m and 'chmidt three factors m"st +e considered

+efore deciding ho to lead%orces in the manager manager.s personal val"es, inclinations, feelingof sec"rit& and confidence in s"+ordinates etc#%orces in the s"+ordinate -no ledge, e*perience, interest in the tas-,"nderstanding and acceptance of organi!ational goals#%orces in the sit"ation nat"re of pro+lem, information needed to solvethis, time availa+le, gro"p coherence etc#

arg"ments remain valid toda&


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'it"ational approaches to leadership cont#5room model foc"ses on ho leaders go a+o"t ma-ingdecisions

seven sit"ational factors "sed to anal&!e pro+lemseach +ased on a pro+lem attri+"tescored as either high or lo

ans ering a series of /"estions a+o"t the pro+lem attri+"tesleads one to 16 possi+le endpoints of the anal&sis

each endpoint recommends one of five decision st&lesdecision st&les indicate that there are several shades of

participation

"se of the model ens"res that important sit"ational factors areconsidered


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5room.s 'it"ational %actors %or)ro+lem Anal&sis

-% . /0 . 0 % 0%-

M /RT 0%- /%/MM TM-0T

L- -R . - -RT .-

L -L H// /%/MM TM-0T

R/ . /RT /R

/ -%T :-.

R/ - -RT .-

T- M %/M -T-0%-

The $ignifi+an+e of the de+i$ion to the $&++e$$of the !#o;e+t o# o#ganinowledge o# e?!e#ti$e in #elation to thi$!#o lem

The li>elihood that the team wo&ld +ommit it$elf to a de+i$ion that 'o& might ma>e on 'o own

The deg#ee to whi+h the team $&!!o#t$ the

o#gani


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0se of a"thorit& +& manager

Area of freedomfor s"+ordinates

DecideCons"lt

Individ"all& Cons"lt Gro"p %acilitate Delegate78 189 :

5room.s Leader Decision 't&les


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5room.s Model (f Leadership 't&le

Importance ofCommitment

Decision'ignificance

TeamCompetence

Gro"p E*pertise

Gro"p '"pport

Li-elihood ofCommitmentLeader E*pertise


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5room.s Model (f Leadership 't&le

Instr"ctions; The Matri* operates li-e af"nnel#


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0se of a"thorit& +& manager

Area of freedomfor s"+ordinates

DecideCons"lt

Individ"all& Cons"lt Gro"p %acilitate Delegate78 189 :

5room.s Leader Decision 't&les

C & ) i (


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Contemporar& )erspectives (nLeadership

Charismatic leadershipdominant and e*ceptionall& self confident, ith a strongconviction in the moral righteo"sness of their +eliefscomm"nicate high e*pectations for and confidence infollo ersartic"lates ideological goalsinspire their follo ers. tr"st, confidence, acceptance,o+edience, emotional involvement, affection, admiration, andhigher performance

C t & ) ti (


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Contemporar& )erspectives (nLeadership cont#

Transactional leadershiptraditional management thro"gh +"siness transactionsleaders ho manage thro"gh "sing their legitimate, re ard,and coercive po ers to give commands and e*change re ardsfor services rendereddispassionate leadership that does not inspire people to foc"son the interests of the organi!ation

Transformational leadershipmoves +e&ond transactional leadershiptransforms a vision into realit& and motivates people totranscend their personal interests for the good of the gro"p

C t & ) ti (


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Contemporar& )erspectives (nLeadership cont#

Transformational leadership cont# generating excitement three a&s

the& are charismatic provide individuali$ed attention do not treat ever&one ali-e

assign challenging or- to deserving people provide one on one mentoring to develop their people

the& are intellectually stimulating aro"se an a areness of pro+lems and potential sol"tions

artic"late the organi!ation.s opport"nities, threats, strengths, andea-nesses

stir the imagination and generate insights


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Thank You

leadership. abrdgd.ch.12

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