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LeadershipLeadership
CHAPTER 15CHAPTER 15
2 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Learning ObjectivesLearning Objectives
Define leadership and explain its importance for organizations.
Describe how leadership is changing in today’s organizations.
Identify personal characteristics associated with effective leaders.
Define task-oriented behavior and people-oriented behavior and explain how these categories are used to evaluate and adapt leadership style.
3 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Learning Objectives (contd)Learning Objectives (contd)
Describe Hersey and Blanchard’s situational theory and its application to subordinate participation.
Explain the path-goal model of leadership. Discuss how leadership fits the organizational
situation and how organizational characteristics can substitute for leadership behaviors.
Describe transformational leadership and when it should be used.
4 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Learning Objectives (contd.)Learning Objectives (contd.)
Identify the five sources of leader power and the tactics leaders use to influence others.
Explain servant leadership and moral leadership and their importance in contemporary organizations.
5 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
LeadershipLeadership
There is probably no topic more important to business success today than leadership
leadership occurs among people
involves the use of influence
is used to attain goals
Different leaders behave in different ways – style, need, situation
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Nature of LeadershipNature of Leadership
The ability to influence people toward the attainment of organizational goals.
Leadership is reciprocal, occurring among people.
Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.
Leadership is dynamic and involves the use of power.
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Leadership versus ManagementLeadership versus Management
Management
Promotes Promotes stability, order stability, order and problem and problem solving within solving within existing existing organizational organizational structure and structure and systemssystems
Leadership
Promotes Promotes vision, vision, creativity, and creativity, and changechange
MM LL
Takes care of where you areTakes care of where you are Takes you to a new placeTakes you to a new place
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Leader versus Manager QualitiesLeader versus Manager Qualities
Manager QualitiesLeader Qualities
Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12
SOULVisionaryPassionateCreativeFlexibleInspiringInnovativeCourageousImaginativeExperimentalInitiates changePersonal power
MINDRationalConsultingPersistentProblem solvingTough-mindedAnalyticalStructuredDeliberateAuthoritativeStabilizingPosition power
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Leadership TraitsLeadership Traits
Traits - early efforts to understand leadership success focused on leader’s personal characteristics
Great man approach - early research focused on leaders who had achieved a level of greatness– Find out what made them great
– Find people with same traits
Traits = personal characteristics
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Personal Characteristics of LeadersPersonal Characteristics of Leaders
Physical CharacteristicsEnergyPhysical stamina
Social BackgroundEducationMobility
Intelligence and AbilityJudgment, decisivenessKnowledgeIntelligence, cognitive ability
PersonalitySelf-confidenceHonesty & integrityEnthusiasmDesire to leadIndependence
Work-related CharacteristicsAchievement driveDrive to excelConscientiousness in pursuit of goalsPersistence against obstacles, tenacity
Social CharacteristicsSociability, interpersonal skillsCooperativenessAbility to enlist cooperationTact, diplomacy
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).
11 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Behavioral Approaches Ohio State Studies
Behavioral Approaches Ohio State Studies
Consideration: - people-oriented behavior– Is mindful of subordinates– Establishes mutual trust– Provides open communication– Develops teamworkInitiating Structure: task-oriented behavior– Directs subordinate work activities toward goal
attainment– Typically gives instructions, spends time planning, and
emphasizes deadlines– Provides explicit schedules of work activities
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Behavioral Approaches Michigan Studies
Behavioral Approaches Michigan Studies
University of Michigan compared the behavior of effective and ineffective supervisors
Employee-centered leadersJob-centered leaders
At about the same time as Ohio State Studies
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The Leadership GridThe Leadership Grid
Two-dimensional leadership theory that measures the leader’s concern for people and for production
Builds on the work of Ohio State and Michigan studies
Blake and Mouton
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The Leadership GridThe Leadership Grid
High
High
Low
Low
Concern for Production
Co
nce
rn f
or
Peo
ple
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.
1,9Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.
Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1
9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.
5,5
Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.
Authority-ComplianceEfficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
9,1
5,5
Exhibit 15.4
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Contingency ApproachesContingency Approaches
Hersey and Blanchard Situational Theory
Fiedler’s Contingency Theory
Evans and House Path Goal Theory
Relationship between leadership style and situation
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Fiedler’s Classification ofSituation Favorableness
Fiedler’s Classification ofSituation Favorableness
Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly.
Leaders needs to knowLeaders needs to know
Whether they have a relationship- or task-oriented styleWhether they have a relationship- or task-oriented style
Should diagnose the situation and determine the favorableness Should diagnose the situation and determine the favorableness of the following three areasof the following three areas
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Hersey-Blanchard’s Situational Theory of Leadership
Hersey-Blanchard’s Situational Theory of Leadership
daft ch15 insert1.CLP
Exhibit 15.5
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Path-Goal Theory Leader BehaviorsPath-Goal Theory Leader Behaviors
Supportive leadership:- Leader behavior that shows concern for subordinates- Open, friendly, and approachable- Creates a team climate- Treats subordinates as equals
Directive leadership:- Tells subordinates exactly what they are supposed to
do- Planning, making schedules, setting performance
goals, and behavior standards
Classification of (4) leader behaviors
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Path-Goal Theory Leaders BehaviorsPath-Goal Theory Leaders Behaviors
Participative leadership:… Consults with his or her subordinates about decisions
Achievement-oriented leadership:… Sets clear and challenging goals for subordinates… Behavior stresses high-quality performance
Classification of (4) leader behaviors
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Path-Goal Situational Contingencies
Path-Goal Situational Contingencies
Personal characteristics of group members
The work environment Degree of task structure Nature of formal authority system Work group itself
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Path-Goal Situations &Preferred Leader Behavior
Path-Goal Situations &Preferred Leader Behavior
Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.
Exhibit 15.7
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Substitutes for LeadershipSubstitutes for Leadership
Substitute = situational variable that makes a leadership style unnecessary or redundant
Neutralizer = situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors
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Leading ChangeLeading Change
Transactional Leaders Clarify the role and task requirements of
subordinates Initiate structure Provide appropriate rewards Display consideration for subordinates Meet the social needs of subordinates
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Leading ChangeLeading Change
Charismatic Leaders The ability to inspire Motivate people to do more than they
would normally do Tend to be less predictable than
transactional leaders Create an atmosphere of change May be obsessed by visionary ideas
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Leading ChangeLeading Change
Transformational Leader Similar to charismatic leaders Distinguished by their special ability to
bring about innovation and change by Recognizing followers’ needs and concerns Helping them look at old problems in new
ways Encouraging them to question the status quo
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Sources of PowerSources of Power Legitimate Power: power coming from a formal
management position. Reward Power: stems from the authority to bestow
rewards on other people. Coercive Power: the authority to punish or
recommend punishment. Expert Power: leader’s special knowledge or skill
regarding the tasks performed by followers. Referent Power: personality characteristics that
command subordinates’ identification, respect, and admiration so they wish to emulate the leader.