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Chapter 13 Principles of Management (Schermerhorn)
1
Chapter 13
Leading and Leadership Development
Chapter 13 Principles of Management (Schermerhorn)
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Planning Ahead — Chapter 13
What is the nature of leadership?What are the important leadership
traits and behaviors?What are the contingency theories of
leadership?What are current issues in leadership
development?
Chapter 13 Principles of Management (Schermerhorn)
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Figure 13.1 Leading viewed in relationship to the other management functions.
Chapter 13 Principles of Management (Schermerhorn)
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What is the Nature of Leadership?
Leadership.– The process of inspiring others to work hard to
accomplish important tasks. Contemporary leadership challenges:
– Shorter time frames for accomplishing things.– Expectations for success on the first attempt.– Complex, ambiguous, and multidimensional
problems.– Taking a long-term view while meeting short-term
demands.
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vs.
• Complexity• Planning & Budgeting
Targets/Goals• Organizing & Staffing• Controlling & Problem
Solving
• Change• Setting Direction -- Visions
• Aligning People• Motivating
“Inspiring/Moving”
Rational Intuitive
Kotter
Managers Leaders
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What is the Nature of Leadership?
Power.– Ability to get someone else to do something you want
done or make things happen the way you want. Power should be used to influence and control others for
the common good rather seeking to exercise control for personal satisfaction.
Two sources of managerial power:– Position power.– Personal power.
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What is the Nature of Leadership?
Position power.– Based on a manager’s official status in the
organization’s hierarchy of authority. Sources of position power:
– Reward power.• Capability to offer something of value.
– Coercive power.• Capability to punish or withhold positive outcomes.
– Legitimate power.• Organizational position or status confers the right
to control those in subordinate positions.
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What is the Nature of Leadership?
Personal power.– Based on the unique personal qualities that a person
brings to the leadership situation. Sources of personal power:
– Expert power.• Capacity to influence others because of one’s
knowledge and skills.– Referent power.
• Capacity to influence others because they admire you and want to identify positively with you.
Chapter 13 Principles of Management (Schermerhorn)
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Figure 13.2 Sources of position power and personal power used by managers.
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What is the Nature of Leadership?
Visionary leadership.– Vision
• A future that one hopes to create or achieve in order to improve upon the present state of affairs.
– Visionary leadership• A leader who brings to the situation a clear and
compelling sense of the future as well as an understanding of the actions needed to get there successfully.
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What is the Nature of Leadership?
Meeting the challenges of visionary leadership:– Challenge the process.
– Show enthusiasm.
– Help others to act.
– Set the example.
– Celebrate achievements.
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What is the Nature of Leadership?
Acceptance theory of authority.– For a leader to achieve true influence, the other
person must:• Truly understand the directive.• Feel capable of carrying out the directive.• Believe the directive is in the organization’s best
interests.• Believe the directive is consistent with personal
values.
Chapter 13 Principles of Management (Schermerhorn)
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What is the Nature of Leadership?
Servant leadership– Commitment to serving others.
– Followers more important than leader.
– “Other centered” not “self-centered”.
– Power not a “zero-sum” quantity.
– Focuses on empowerment, not power.
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What is the Nature of Leadership?
Servant Leadership and empowerment.– Empowerment.
• The process through which managers enable and help others to gain power and achieve influence.
– Effective leaders empower others by providing them with:
• Information.
• Responsibility.
• Authority.
• Trust.
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What are the Important Leadership Traits and Behaviors?
Traits that are important for leadership success:– Drive– Self-confidence– Creativity– Cognitive ability– Business knowledge– Motivation– Flexibility– Honesty and integrity
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What are the Important Leadership Traits and Behaviors?
Leadership behavior …
– Leadership behavior theories focus on how leaders
behave when working with followers.
– Leadership styles are recurring patterns of behaviors
exhibited by leaders.
– Basic dimensions of leadership behaviors:
• Concern for the task to be accomplished.
• Concern for the people doing the work.
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What are the Important Leadership Traits and Behaviors?
Task concerns– Plans and defines work to
be done.– Assigns task
responsibilities.– Sets clear work standards.– Urges task completion.– Monitors performance
results.
People concerns– Acts warm and supportive
toward followers.– Develops social rapport
with followers.– Respects the feelings of
followers.– Is sensitive to followers’
needs.– Shows trust in followers.
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What are the important leadership traits and behaviors?
Blake and Mouton Leadership Grid– Team management.
• High task concern; high people concern.
– Authority-obedience management.• High task concern; low people concern.
– Country club management.• High people concern; low task concern.
– Impoverished management.• Low task concern; low people concern.
– Middle of the road management.• Non-committal for both task concern and people concern.
Chapter 13 Principles of Management (Schermerhorn)
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Figure 13.3 Managerial styles in Blake and Mouton’s Leadership Grid.
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What are the Important Leadership Traits and Behaviors?
Classic leadership styles:– Autocratic style.
• Emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion.
– Laissez-faire style.• Shows little concern for task, lets the group make
decisions, and acts with a “do the best you can and don’t bother me” attitude.
– Democratic style.• Committed to task and people, getting things done while
sharing information, encouraging participation in decision making, and helping people develop skills and competencies.
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WHAT LEADERS DO...• Recruits, doesn’t just hire• Breathes vision into people• Models positive behavior• Challenges, provokes • Is intellectually stimulating• Doesn’t interfere, has courage to let it happen• Discovers talents• Builds the habitat for creativity• Instills ownership
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Contingency Approaches to Leadership
1. Fielder’s Contingency Model2. Hersey-Blanchard Situational
Leadership Model3. House’s Path-Goal Leadership
Theory4. Vroom-Jago Leadership-
Participation Model
Chapter 13 Principles of Management (Schermerhorn)
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Contingency Theories of Leadership
Fielder ModelLeadership style must be fit to the situation
Leadership style is part of one’s personality and is difficult to change
Key to success is to put existing style to work in situations with best “fit”
Hersey-Blanchard ModelAdjust styles depending on the maturity of the followers
Depends on followers readiness to perform in a given situation
Believes that the leader's style can and should be adjusted as
followers mature over time
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Contingency Theories of Leadership
House’s Path-Goal Leadership TheoryEffective leader clarifies paths through which followers
can achieve both task-related and personal goals
Leaders should be flexible & move back & forth among 4
leadership styles to create positive “path goal” linkages
Vroom-Jago Leader-Participation ModelHelps a leader choose the decision-making method that best
fits the problem being faced
Key is on the amount of decision-making participation allowed
followers
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Figure 13.4 Matching leadership style and situation: summary predictions from
Fiedler’s contingency theory.
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Figure 13.5 Leadership implications of the Hersey-Blanchard situational
leadership model.
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Figure 13.6 Contingency relationships in the path-goal leadership theory.
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Figure 13.7 Leadership implications of Vroom-Jago leader-participation model.
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What are current issues in leadership development?
Superleaders.
– Persons whose vision and strength of
personality have an extraordinary impact on
others.
Charismatic leaders.
– Develop special leader-follower
relationships and inspire others in
extraordinary ways.
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What are current issues in leadership development?
Transactional leadership
– Someone who directs the efforts of others
through tasks, rewards, and structures
Transformational leadership
– Someone who is truly inspirational as a
leader and who arouses others to seek
extraordinary performance
accomplishments.
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What are current issues in leadership development?
Characteristics of transformational leaders:– Vision.
– Charisma.
– Symbolism.
– Empowerment.
– Intellectual stimulation.
– Integrity.
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What are current issues in leadership development?
Emotional intelligence.– The ability of people to manage
themselves and their relationships effectively.
– Components of emotional intelligence:• Self-awareness.• Self-regulation.• Motivation.• Empathy.• Social skill.
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What are current issues in leadership development?
Gender and leadership.
– Both women and men can be effective leaders.– Women tend to use interactive leadership.
• A style that shares qualities with transformational leadership.
– Men tend to use transactional leadership.– Interactive leadership provides a good fit with
the demands of a diverse workforce and the new workplace.
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What are current issues in leadership development?
Gender and leadership– Future leadership success will depend on a
person’s capacity to lead through:• Openness.• Positive relationships.• Support.• Empowerment.
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Drucker’s “Old Fashioned” Leadership
• Define & Establish a Sense of Mission
• Accept Leadership as a Responsibility rather than a Rank
• Earn & Keep the Trust of Others
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What are current issues in leadership development?
Moral leadership.– Ethical leadership adheres to moral standards
meeting the test of “good” rather than “bad” and “right” rather than “wrong.”
– All leaders are expected to maintain high ethical standards.
– Long-term, sustainable success requires ethical behavior.
– Integrity involves the leader’s honesty, credibility, and consistency in putting values into action.
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What are current issues in leadership development?
Moral leadership– Leaders with integrity earn the trust of their followers.– Leaders have a moral obligation to build performance
capacities by awakening people’s potential.– Authentic leadership activates performance through
the positive psychological states of confidence, hope, optimism, and resilience.
– Authentic leadership helps in clearly framing and responding to moral dilemmas, and serving as ethical role models.
Chapter 13 Principles of Management (Schermerhorn)
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Chapter 13 Review
What is the nature of leadership?What are the important leadership
traits and behaviors?What are the contingency theories of
leadership?What are current issues in leadership
development?