Presented by: Kamelia Gulam

Transcription

1 Chapter: 12 Leadership 0 Presented by: Kamelia Gulam

2 1 After studying this chapter, you should be able to: 1. Contrast leadership and management 2. List the traits of effective leaders 3. Define and give examples of the Ohio State leadership dimensions 4. Compare and contrast trait and behavioral theories 5. Describe Fiedler s contingency model 6. Define the qualities of a charismatic leader 7. Contrast transformational with transactional leadership 8. Identify when leadership may not be necessary 9. Explain how to find and create effective leaders

3 2 What Is Leadership? Leadership The ability to influence a group toward the achievement of goals The Quality of being good at leading a team, an organization, a country. Management Use of authority inherent in designated formal rank to obtain compliance from organizational members Both are necessary for organizational success

4 3 Importance of Leadership What People said about Leadership?! 1) Leaders aren't born, they are made. And they are made just like anything else, through hard work. And that's the price we'll have to pay to achieve that goal, or any goal. (Vince Lombardi)

5 4 Importance of Leadership, Cont d 2) A leader is one who knows the way, goes the way, and shows the way. (John C. Maxwell)

6 5 Importance of Leadership, Cont d 3) Everybody can get angry - that's easy. But getting angry at the right person, with the right intensity, at the right time, for the right reason and in the right way - that's hard. (Aristotle)

7 Importance of Leadership, 6-6 Cont d 4) No man is fit to command another that cannot command himself. (William Penn)

8 7 Importance of Leadership, Cont d 5) People ask the difference between a leader and a boss... The leader works in the open, and the boss in secret. The leader leads and the boss drives. (Theodore Roosevelt)

9 8 Trait Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non leaders Not very useful until matched with the Big Five Personality Framework Essential Leadership Traits Extroversion Conscientiousness Openness Emotional Intelligence (Qualified) Traits can predict leadership, but they are better at predicting leader emergence than effectiveness.

10 9 Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from non leaders Differences between theories of leadership: Trait theory: leadership is inherent, so we must identify the leader based on his or her traits Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders

11 10 Important Behavioral Studies Behavioral Theories : Ohio State Studies Identified two dimensions of leader behavior Initiating structure: the role of the leader in defining his or her role and the roles of group members Consideration: the leader s mutual trust and respect for group members ideas and feelings. Research findings: mixed results High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.

12 Important Behavioral Studies(cont d) 6-11 Behavioral Theories (cont d) University of Michigan Studies Identified two dimensions of leader behavior Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

13 12 Contingency Theories While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists Contingency Theory adds this additional aspect to our understanding leadership effectiveness studies Three key theories: Fiedler s Model Hersey and Blanchard s Situational Leadership Theory Path-Goal Organizational Behavior (HUR Theory 212)

14 13 Contingency Theories of Leadership 1. The Fiedler Model Proposes that effective group performance depends upon the proper match between the leader s style of interacting with followers and the degree to which the situation allows the leader to control and influence. Assumptions: A certain leadership style should be most effective in different types of situations. Leaders do not readily change leadership styles. Matching the leader to the situation or changing the situation to make it favorable to the leader is required.

15 14 Assessment of Fiedler s Model Positives: Considerable evidence supports the model, especially if the original eight situations are grouped into three Problems: The logic behind the Least-preferred coworker ( LPC) scale is not well understood LPC scores are not stable Contingency variables are complex and hard to determine

16 15 Contingency Theories (cont d) 2. Hersey and Blanchard s Situational Leadership Theory (SLT) Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers readiness. Acceptance: leadership effectiveness depends on whether followers accept or reject a leader. Readiness: the extent to which followers have the ability and willingness to accomplish a specific task. Leaders must relinquish control over and contact with followers as they become more competent.

17 16 Contingency Theories (cont d) Vroom and Yetton s Leader-Participation Model How a leader makes decisions is as important as what is decided Premise: Situational variables interact with leadership attributes to impact the behavior of the leader. Leader behaviors must adjust to the way tasks are structured in the organization. This is a normative model that tells leaders how participative to be in their decision making of a decision tree Five leadership styles Twelve contingency variables

18 17 Vroom and Yetton s Leader-Participation Model (cont d) Leader Participation Model Contingencies: Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence

19 18 Contingency Theories (cont d) 3. House s Path-Goal Theory Builds from the Ohio State studies and the expectancy theory of motivation The Theory: Leaders provide followers with information, support, and resources to help them achieve their goals Leaders help clarify the path to the worker s goals Leaders can display multiple leadership types Four types of leaders: Directive: focuses on the work to be done Supportive: focuses on the well-being of the worker Participative: consults with employees in decision making Achievement-Oriented: sets challenging goals

20 19 In Groups Leader-Member Exchange (LMX) Theory Members are similar to leader In the leader s inner circle of communication Receives more time and attention from leader Gives greater responsibility and rewards Out Groups Managed by formal rules and policies Receive less of the leader s attention / fewer exchanges More likely to retaliate against the organization

21 20 Contemporary Views on Leadership Transactional Leadership Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational Leadership Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements. Leaders who also are capable of having a profound and extraordinary effect on their Organizational followers. Behavior (HUR 212)

22 21 Contemporary Views (cont d) Charismatic Leadership An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. Characteristics of charismatic leaders: Have a vision. Are able to articulate the vision. Are willing to take risks to achieve the vision. Are sensitive to the environment and follower needs. Exhibit behaviors that are out of the ordinary.

23 22 Contemporary Views (cont d) Visionary Leadership A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. Visionary leaders have the ability to: Explain the vision to others. Express the vision not just verbally but through behavior. Extend or apply the vision to different leadership contexts.

24 23 Contemporary Views (cont d) Team Leadership Characteristics Having patience to share information Being able to trust others and to give up authority Understanding when to intervene Team Leader s Job Managing the team s external boundary Facilitating the team process Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication

25 24 Leadership Issues in the 21 st Century Managing Power Legitimate power The power a leader has as a result of his or her position. Coercive power The power a leader has to punish or control. Reward power The power to give positive benefits or rewards. Expert power The influence a leader can exert as a result of his or her expertise, skills, or knowledge. Referent power The power of a leader that arise because of a person s desirable resources or admired personal traits.

26 25 Trust and Leadership Trust a psychological state that exists when you agree to make yourself vulnerable to another because you have a positive expectation for how things are going to turn out. Key attribute associated with leadership Followers who trust their leader will align their actions and attitudes with the leader s behaviors/requests Trust Desired Actions Desired Attitudes

27 26 How is Trust Developed? Leadershi p Action: Integrity, Benevolen ce, Ability Trust Action: Risk Taking, Information Sharing, Group Effectiveness, and Productivity

28 27 THANK YOU