Leadership. The Nature of Leadership 12/18/2012. Learning Objectives. The Nature of Leadership. The Nature of Leadership. The Nature of Leadership

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1 Learning Objectives Leadership Chapter 10 website Mark Gosling Office: D404 Phone: LO1 What is leadership LO2 What traits does a leader have? LO3 Talk about leadership theories LO4 Gender and leadership 10-2 Leadership The process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals Leader An individual who is able to exert influence over other people to help achieve group or organizational goals Leadership leaders need followers Personal Leadership Style authoritarian leadership leaders influence people servant leadership

2 Leadership Across Cultures Sources of Managerial Power Leadership styles may vary among different countries or cultures European managers tend to be more peopleoriented than American or Japanese managers Japanese managers are group-oriented, while U.S managers focuses more on profitability Time horizons also are affected by cultures 10-7 Figure Legitimate Power The authority that a manager has by virtue of his or her position in an organizational hierarchy Reward Power The ability of a manager to give or withhold tangible and intangible rewards Coercive Power The ability of a manager to punish others Expert Power Power that is based on special knowledge, skills, and expertise that a leader possesses Referent Power Power that comes from subordinates and coworkers respect for the personal characteristics of a leader which earns their loyalty and admiration. Empowerment: An Ingredient in Modern Management Empowerment The process of giving workers at all levels more authority to make decisions and the responsibility for their outcomes

3 Empowerment: An Ingredient in Modern Management Empowerment: Increases a manager s ability to get things done Increases workers involvement, motivation, and commitment Gives managers more time to concentrate on their pressing concerns Leadership Models Trait Model Focused on identifying personal characteristics that cause effective leadership Leadership Models The Behavior Model Trait Model Focused on identifying personal characteristics that cause effective leadership. Many traits are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits. Behavioral Model Identifies the basic types of behavior that many leaders engaged in to influence their subordinates Contingency Models of Leadership Contingency Models of Leadership Contingency Models If the leader is effective or not depends on: what the manager is like what he does the situation Fiedler s Model Personal characteristics can influence leader effectiveness Leader style is the manager s characteristic approach to leadership

4 A contingency model of leadership proposing the effective leaders can motivate subordinates by: 1.Clearly identifying the outcomes workers are trying to obtain from their jobs. 2.Rewarding workers for high-performance and goal attainment with the outcomes they desire 3.Clarifying the paths to the attainment of the goals, remove obstacles to performance, and express confidence in worker s ability. Directive behaviors set goals, assign tasks, show how to do things Supportive behavior look out for the worker s best interest Transformational Leadership Participative behavior give subordinates a say in matters that affect them Achievementoriented behavior Setting very challenging goals, believing in worker s abilities Leadership that: Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker Makes subordinates aware of their own needs for personal growth and development Motivates workers to work for the good of the organization, not just themselves Being a Charismatic Leader Intellectual Stimulation Charismatic Leader An enthusiastic, self-confident transformational leader who is able to clearly communicate his or her vision of how good things could be Intellectual Stimulation Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader s vision

5 Developmental Consideration Developmental Consideration Behavior a leader engages in to support and encourage followers and help them develop and grow on the job Transactional Leadership Transactional Leaders Leaders that motivate subordinates by rewarding them for high performance and reprimanding them for low performance Gender and Leadership Servant leaders leader who has a strong desire to serve and work for the benefit of others shares power with followers strives to ensure that followers most important needs are met The number of women managers is rising but is still relatively low in the top levels of management. Stereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused Emotional Intelligence and Leadership Emotional Intelligence and Leadership The Moods of Leaders: Groups whose leaders experienced positive moods had better coordination Groups whose leaders experienced negative moods exerted more effort Emotional Intelligence Helps leaders develop a vision for their firm Helps motivate subordinates to commit to the vision Energizes subordinates to work to achieve the vision