what are leadership and management? what are situational contingency approaches to leadership? what...
TRANSCRIPT
What are leadership and management?
What are situational contingency
approaches to leadership?
What is implicit leadership?
What are inspirational leadership
perspectives?
Copyright © 2010 John Wiley & Sons, Inc. 13-2
Role of management is to promote
stability or to enable the organization
to run smoothly.
Role of leadership is to promote adaptive
or useful changes.
Copyright © 2010 John Wiley & Sons, Inc. 13-3
Leadership
Process of influencing others to understand
and agree on what needs to be done and
how to do it; and
Process of facilitating individual and
collective efforts to accomplish shared
objectives.
Copyright © 2010 John Wiley & Sons, Inc. 13-4
“Great leaders are almost always great
simplifiers, who can cut through argument,
debate and doubt, to offer a solution
everybody can understand.”
- Colin Powell
Copyright © 2010 John Wiley & Sons, Inc. 13-5
Formal leadership
Exerted by persons
appointed (or elected) to
positions of formal
authority in
organizations.
Informal
leadership Exerted
by persons who become
influential because they
have special skills that
meet the resource
needs of others.
Copyright © 2010 John Wiley & Sons, Inc. 13-6
Approaches to leadership
1. Trait and behavioral theory perspectives.
2. Attributional and symbolic perspectives.
3. Transformational and charismatic
perspectives.
Copyright © 2010 John Wiley & Sons, Inc. 13-7
Trait theories of leadership
Assume that personality traits play a
central role in differentiating between
leaders and non-leaders, or in predicting
leader or organizational outcomes.
Copyright © 2010 John Wiley & Sons, Inc. 13-8
Copyright © 2010 John Wiley & Sons, Inc. 13-9
Behavioral theories
Assumes that leadership is central to
performance and other outcomes.
Focuses on leader behaviors rather than
traits.
Copyright © 2010 John Wiley & Sons, Inc. 13-10
Michigan leadership studies
Employee-centered supervisors:
Place strong emphasis on subordinate’s
welfare.
Production-centered supervisors:
Place strong emphasis on getting the work
done.
Copyright © 2010 John Wiley & Sons, Inc. 13-11
Ohio State leadership studies
Consideration
o Sensitive to people’s feelings and making things
pleasant for the followers.
Initiating structure
o Concerned with spelling out the task requirements
and clarifying other aspects of the work agenda.
Copyright © 2010 John Wiley & Sons, Inc. 13-12
Situational Contingency Leadership
The effects of leader traits and behaviors
are enhanced by their relevance to
situational contingencies.
Copyright © 2010 John Wiley & Sons, Inc. 13-13
Fiedler’s contingency model
Situational control
The extent to which a leader can determine
what his or her group is going to do, as well
as the outcomes of the group’s actions and
decisions.
Copyright © 2010 John Wiley & Sons, Inc. 13-14
Copyright © 2010 John Wiley & Sons, Inc. 13-15
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Fiedler’s model requires a match on
several parameters before leader’s
effectiveness can be predicted.
Good relations between the leader and the
members, AND
A highly structured the job, AND
Strong position power
Copyright © 2010 John Wiley & Sons, Inc. 13-17
House’s path-goal theory of
leadership
Assumes that a leader’s key function is to
adjust his or her behaviors to complement
situational contingencies.
Copyright © 2010 John Wiley & Sons, Inc. 13-18
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Directive leadership
Informing subordinates what should be
done and how to do it.
Supportive leadership
Showing care and concern for the
subordinates’ well being.
Copyright © 2010 John Wiley & Sons, Inc. 13-20
Achievement oriented leadership Emphasizing challenging goals,
stressing excellence in performance
and showing confidence in people’s
ability to achieve goals
Copyright © 2010 John Wiley & Sons, Inc.
Participative leadership Seeking, and seriously considering
subordinates’ input in before making
decisions.
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Hersey and Blanchard Situational
Leadership Theory
Diagnose demands of the situation
Assess Readiness
The extent to which the follower has the ability
and willingness to complete a task.
Implement appropriate leadership response.
Copyright © 2010 John Wiley & Sons, Inc. 13-22
Copyright © 2010 John Wiley & Sons, Inc. 13-23
Graen’s Leader-Member Exchange
(LMX) theory
Emphasizes the quality of the working
relationship between leaders and followers.
Levels of mutual respect, trust, and loyalty
determine position in the leader’s “in
group” or “out group”.
Copyright © 2010 John Wiley & Sons, Inc. 13-24
In your current or former job, did your manager
behave the same way with each of the
people he/she managed?
A=Yes, B=No
If no, what was different about the relationships
between the manager and each employee?
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Substitutes for leadership
Makes a leader’s influence either
unnecessary or redundant in that they
replace a leader’s influence.
Romance of leadership
A symbolic view - attributing romantic,
almost magical, qualities to leadership.
Copyright © 2010 John Wiley & Sons, Inc. 13-26
Leadership by Attribution
Inference-based
Leadership effectiveness is inferred.
It exists in the perceptions (attributions) of
others, particularly followers.
Copyright © 2010 John Wiley & Sons, Inc. 13-27
Recognition-based prototype
A leader’s effectiveness may be based on
the evaluator’s conception of what
constitutes a good or effective leader.
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Charismatic leaders
Leaders who, by force of their personal
abilities, are capable of having a profound
and extraordinary effect on followers.
Copyright © 2010 John Wiley & Sons, Inc. 13-29
Are decisions self serving?
Who wins and loses?
Have stakeholders been considered?
What is long-term impact?
Is there enough information?
Will this decision set a standard for all situations?
Will decision stand up
to CEO scrutiny?
Is the decision legal?
Would you want your
family or friends to
know?
Could you explain your
decision in a
courtroom?
Copyright © 2010 John Wiley & Sons, Inc. 13-30
Transactional leadershipInvolves leader-follower exchanges necessary
for achieving routine performance that is agreed
upon by leaders and followers.
•Uses contingent rewards to motivate followers.
•Identifies what must be done to accomplish the
desired results.
•Uses corrective action only when goals not met.
•Laissez faire style – avoids making decisions.
Copyright © 2010 John Wiley & Sons, Inc. 13-31
Transformational leadership
Leaders broaden and elevate followers’
interests, generate awareness and acceptance
of the group’s mission, and stir followers to
look beyond self-interests.
Copyright © 2010 John Wiley & Sons, Inc. 13-32
Dimensions of transformational
leadership
Charisma
Inspiration
Intellectual stimulation
Individualized consideration
Copyright © 2010 John Wiley & Sons, Inc. 13-33
Charismatic/transformational
leadership is not uniformly better
Dark-side charismatics can have negative
effects on followers.
Effectiveness can be maximized when
used in conjunction with traditional
leadership.
Copyright © 2010 John Wiley & Sons, Inc. 13-34