Principles of Management Ch 7

8/13/2019 Principles of Management Ch 7

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Principles of Management

Dr. Karim Kobeissi

Islamic University of Lebanon

- 2013


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7ChapterLeadership


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Learning Outcomes

After studying tis ca!ter" you #ill be able

to$

Dene leadership andleader.

Compare and contrast early leadersi! teories.

Describe te tree ma%or contingency

&situational' leadersi! teories. Describemodern vie#s of leadersi!.


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Leadership and Leaders Leadership is te !rocess by #ic a !erson e(erts

in)uence over oter !eo!le and ins!ires" motivates" and

directs teir activities to el! acieve organi*ational

goals.

+e !erson #o carries out leadersi! is a leader.

,ecause leading is one of te four management

functions" ideally all managers should be leaders.


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Early Leadership Theories

esearcers began studying leadersi! and focused on

te$

1. +e trait teories of leadersi!.

2. +e beavioral teories of leadersi!.


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The Trait Theories of

Leadership

+e trait +eories of leadersi! #ic dominated

early leadersi! researc eorts" focused on

identifying te !ersonal caracteristics tat

are res!onsible for eective leadersi!.

esearcers tougt tat eective leaders must

ave certain /ualities tat set tem a!art from

ineective leaders and from !eo!le #o never

become leaders.


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The Trait Theories ofLeadership (con)

o#ever" researcers #erent able to identify a set

of traits tat #ould alwaysdierentiate a leader

from a non leadertat is" a set of consistent

and uni/ue traits tat #ould a!!ly universally to

all eective leaders" no matter #at organi*ation

tey led.


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The eha!ioral Theories ofLeadership

+is lac of a consistent relationsi! bet#een leadertraits and leader eectiveness led researcers to sift

teir attention a#ay from traits and to searc for ne#

e(!lanation for eective leadersi!. ater tan

focusing on #at leaders are lie &te traits tey

!ossess'" researcers turned teir attention to #at

eective leaders actually do 4 in oter #ords" to te

beaviors tat allo# eective leaders to in)uence

teir subordinates to acieve organi*ational goals.


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The eha!ioral Theories ofLeadership (con)

5io 6tate 6tudies

+e most com!reensive beavioral teory began at

5io 6tate University. ,eginning #it more tan 1"000

dimensions" te researcers narro#ed te list do#n to

t#o basic inds of leader beaviors tat allo#

eective leaders to in)uence teir subordinates$

"#$nitiating %tructure

Consideration %tructure


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Ohio %tate %tudies

"#$nitiating %tructure

,eavior tat managers engage in to ensure tat #or

gets done" subordinates !erform teir %ob acce!tably"

and te organi*ation is eective and e7cient.

8or e(am!le" a leader #o is caracteri*ed as ig in

initiating structure assigns grou! members to !articular

tass" e(!ects #orers to maintain de9nite standards of

!erformance" and em!asi*es meeting deadlines.


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Ohio %tate %tudies (con)

Consideration %tructure

,eavior indicating tat a manger trusts" res!ects"

and cares about subordinates.

A leader #o is ig in consideration el!s

em!loyees #it !ersonal !roblems" is friendly and

a!!roacable" and treats all em!loyees as e/uals.


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Ohio %tate %tudies (con)

'oe!er the Ohio %tate studies ultimately suggestedthat the relationship beteen performance of initiatingand consideration structures beha!iors and leaderse*ecti!eness is not clear cut# %ome leaders aree*ecti!e e!en hen they do not perform initiating or

consideration structures beha!iors and some leadersare ine*ecti!e e!en hen they do perform both +indsof beha!iors# Li+e the trait theories of leadership thebeha!ior theories alone cannot e,plain leadere*ecti!eness# -eali.ing this researchers presented

ne theories that focused not only on the leader(leader/s traits) and hat he does (leader/s beha!ior)but also on the situation in hich leadership occurs#


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Contingency LeadershipTheories

0ccording to contingency theories hether or

not a manger is an e*ecti!e leader is the

result of the interplay beteen1

"#2hat the manager is li+e (Manager/s Trait)

hat he or she does (Manager/s eha!ior) and

3#The situation in hich leadership ta+es place#


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$4 5iedler/s ContingencyModel

8iedlers contingency model el!s e(!lain #y a manager

may be an eective leader in one situation and ineective

in anoter: it also suggest #ic inds of manager are

liely to be most eective in #ic situations.

8iedler !ro!osed tat a ey factor in leadersi! success #as

an individuals basic leadersi! style" #ic could be

categori*ed as eiter relationsi! oriented or tas

oriented.


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5iedler/s ContingencyModel (con)

a' elationsi! 5riented LeadersLeaders #ose !rimary concern is to develo! good

relationsi!s #it teir subordinates. +is does notmean" o#ever" tat te %ob does not get done

#en relationsi! oriented leaders are at te elm.

b' +as 5riented Leaders

Leaders #ose !rimary concern is to ensure tat

subordinates !erform at a ig level and maing

sure tat te %ob gets done.


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8iedler assumed a !ersons leadersi! style #as

9(ed regardless of te situation. ;it tis in

mind" 8iedler identi9ed tree situational

caracteristics tat are im!ortant determinants

of o# favorable a situation is for leading$

")Leader4Member -elations

&)Tas+ %tructure

3)Position Poer


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") Leader4Member -elations

+e 9rst situational caracteristic tat 8iedler described as tedegree of con9dence" trust" and res!ect em!loyees ad for teirleader: rated as eiter good or !oor.

&) Tas+ %tructure

+e second situational caracteristic tat 8iedler described as tedegree to #ic %ob assignments #ere formali*ed and structured:rated as eiter ig or lo#.

3) Position Poer

+e tird situational caracteristic tat 8iedler described as tedegree of in)uence a leader ad over activities suc as iring"

9ring" disci!line" !romotions" and salary increases: rated as eiter

strong or #ea.


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,y taing all !ossible combinations of good and

!oor leader-member relations" ig and lo#

tas structure" and strong and #ea !osition

!o#er" 8iedler identi9ed eigt leadersi!

situations" #ic vary in teir favorability for

leading.


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5nce 8iedler ad described te leader variables andte situational variables" e could de9ne te

s!eci9c contingencies for leadersi! eectiveness.

e concluded tat tas-oriented leaders !erformed

better in very favorable and in very unfavorable

situations &I


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According to 8iedler" leader style &beavior' is an

enduring caracteristic tat managers cannot cange

=== +is suggest tat" in order to be eective"

managers need to be !laced in leadersi! situationstat 9t teir style or situations need to be canged to

suit te manager. 6ituations can be canged" for

e(am!le" by giving a manager more !osition !o#er or

taing ste!s to increase tas structure suc as by

clarifying goals.


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$$4 Path46oal Theory

+e !at-goal teory is a contingency model because it !ro!oses tat

te ste!s tat managers sould tae to motivate subordinates de!end

on bot$ &a' te nature of te subordinates and &b' te ty!e of #or

tey do.

+e !rinci!le of !at-goal teory is tat eective leaders motivatessubordinates to acieve organi*ational goals by$ &1' clearly identifying

te outcomes> tat subordinates are trying to obtain from teir %obs

and te organi*ation" &2' re#arding subordinates #it tese outcomes

for ig !erformance and te attainment of #or goals" and &3'

clarifying for subordinates te !ats leading to te attainment of #or

goals.


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Path46oal Theory (con)

?at - goal teory identi9ed four inds of beaviors tatleaders can engage in to motivate subordinates$

"#0 directi!e beha!ior lets subordinates no# #atse(!ected of tem" scedules #or to be done" and givess!eci9c guidance on o# to accom!lis tass.

participati!e beha!ior consults #it grou! membersand uses teir suggestions before maing a decision.

3#0 supporti!e beha!ior so#s concern for te needs offollo#ers and is friendly.

7#0n achie!ement4oriented beha!ior sets callenginggoals and e(!ects follo#ers to !erform at teir igestlevel.


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In contrast to 8iedlers vie# tat a leader couldnt cange is orer beavior" te !at- goal teory assumed tat leaders are

)e(ible and can dis!lay any or of tese four leadersi! styles

de!ending on te nature of te subordinates and te ty!e of

#or tey do$

@ ;en tass are ambiguous and follo#ers arent sure #at todo" directive behavior leads to greater satisfaction.

@ ;en subordinates are !erforming stressful tass"supportivebehavior results in ig em!loyee !erformance andsatisfaction.


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@ ;en subordinates su!!ort of a decision is re/uired"

participative behavior can be !articularly eective.

@ ;en igly ca!able subordinates are bored from aving

too fe# callenges" achie!ement4oriented beha!ior

can be !articularly eective" but it migt bac9re if used

#it subordinates #o are already !used to teir limits.


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Path46oal Leadership Model

EmployeeEmployeeContingenciesContingencies

EnvironmentalEnvironmental

ContingenciesContingencies

LeaderLeader

BehaviorsBehaviors

DirectiveSupportive

Participative

Achievement-

oriented

LeaderLeader

EffectivenessEffectiveness

Employeemotivation

Employeesatisfaction

Acceptance ofleader

h d b i


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$$$4 The Leader %ubstitutesTheory

+e leader substitutes model is a contingency model

because it suggests tat in some situations leadersi! is

unnecessary.

+e leader substitutes model suggest tat under certain

conditions managers do not ave to !lay a leadersi! role-

tat members of an organi*ation sometimes can !erform

igly #itout a manager e(erting in)uence over tem.

Th L d % b tit t Th


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The Leader %ubstitutes Theory(con)

+e caracteristics of te situation or conte(t 4 suc aste e(tent to #ic te #or is interesting and en%oyable

4 also can be substitutes. ;en #or is interesting and

en%oyable" subordinates do not need to be !ersuaded into!erforming because !erforming is re#arding in its o#n

rigt. 6imilarly" #en managers em!o#er teir

subordinates or use self managed #or teams" te need

for leadersi! in)uence from a manager is decreased

because team members manage temselves.

Th L d % b tit t Th


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The Leader %ubstitutes Theory(con)

6ubstitutes for leadersi! can increase

organi*ational e7ciency and eectiveness because

tey free u! some managers valuable time and

allo# managers to focus teir eorts on discovering

ne# #ays to im!rove organi*ational eectiveness.


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C t 8i f


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ontem!orary vie#s of leadersi! include$

1.+ransformational Leadersi!

2.+ransactional Leadersi!

Contemporary 8ies ofLeadership

T f ti l


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An e(citing ne# ind of leadersi! is s#ee!ing te globe.

Transformational leadership occurs #en managers cange

&or transform' teir subordinates in tree im!ortant #ays$

1. Transformational managers mae subordinates a#are of o#

im!ortant teir %obs are for te organi*ation and o#necessary it is for tem to !erform tose %obs as best tey can

so tat te organi*ation can attain its goals.

2. Transformational managers mae teir subordinates a#are of

te subordinates o#n needs for !ersonal gro#t" develo!ment

and accom!lisment.

TransformationalLeadership

T f ti l


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3. Transformational managers motivate teir subordinates

to #or for te good of te organi*ation as a #ole" not

%ust for teir !ersonal gain or bene9t.

;en managers transform teir subordinates in tese

tree #ays" subordinates trust te manager" are igly

motivated" and el! te organi*ation acieve its goals.

TransformationalLeadership (con)


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+ransformational leadersi! is often contrasted #it

transactional leadersi!. Transactional leadership involves

managers using teir re#ard and intimidating !o#er to

encourage ig !erformance. ;en managers re#ard ig

!erformers" !unis lo# !erformers" and motivatessubordinates by reinforcing desired beaviors and !unising

undesired ones" tey are engage in transactional leadersi!.

Managers ho e*ecti!ely in9uence their subordinates

to achie!e goals yet do not seem to be ma+ing the +ind

of dramatic changes that are part of transformational

leadership are engaging in transactional leadership#

Transactional Leadership


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Principles of Management Ch 7