Chapter 14 Copyright ©2009 by Cengage Learning Inc. All rights reserved 1 Chapter 14 Leadership

Chapter 14Copyright ©2009 by Cengage Learning Inc. All rights reserved

1

Chapter 14

Leadership


4

Leadership

DifferencesBetween

Leaders andManagers

DifferencesBetween

Leaders andManagers

Substitutesfor

Leadership

Substitutesfor

Leadership

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Leadership is the process of influencing others to achieve group or organizational goals.

Management is getting work done (efficiently and effectively) through others.


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Leaders versus Managers

MANAGERS

Do things rightStatus quoShort-term

MeansBuilders

Problem solving

MANAGERS

Do things rightStatus quoShort-term

MeansBuilders

Problem solving

LEADERS

Do the right thingChange

Long-termEnds

ArchitectsInspiring & motivating

LEADERS

Do the right thingChange

Long-termEnds

ArchitectsInspiring & motivating

Adapted from Exhibit 14.11.11.1


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Leaders versus Managers

1.11.1

American organizations (and probably those in much of the rest of the industrialized world) are under led

and over managed. They do not pay enoughattention to doing the right thing, while theypay too much attention to doing things right.

--Warren Bennis

American organizations (and probably those in much of the rest of the industrialized world) are under led

and over managed. They do not pay enoughattention to doing the right thing, while theypay too much attention to doing things right.

--Warren Bennis


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Doing the Right Thing

1.11.1

The Three M’s: Mission, Mentor, and Mirror

Business leaders can develop personal ethics by focusing on their mission, a mentor, and the mirror

1. Develop a personal mission statement.

2. Take care in choosing a mentor.

3. Stand in front of the mirror to assess yourethical performance as a business leader.

The Three M’s: Mission, Mentor, and Mirror

Business leaders can develop personal ethics by focusing on their mission, a mentor, and the mirror

1. Develop a personal mission statement.

2. Take care in choosing a mentor.

3. Stand in front of the mirror to assess yourethical performance as a business leader.


8

Substitutes for Leadership

Leadership substitutes subordinate, task, or organizational characteristics that

make leaders redundant or unnecessary

Leadership neutralizers subordinate, task, or organizational characteristics that

interfere with a leader’s actions

Leaders don’t always matter Poor leadership is not the cause of every

organizational crisis1.21.2


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Who Leaders Are and What Leaders Do

Leadership Traits

Leadership Traits

LeadershipBehavior

LeadershipBehavior

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Trait theory: effective leaders possess a similar set of traits or characteristics. Also called the “great persontheory. For example: good leaders are taller???


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Leadership Traits

LeadershipTraits

Desireto Lead

Honestyand

Integrity

Drive Self-Confidence

EmotionalStability

CognitiveAbility

Knowledgeof the

Business

2.12.1

Adapted from Exhibit 14.3

Drive=high level of effort, achievement, motivation, etc.Desire to lead=want to be in charge, influence others.Honesty/Integrity= being truthful and doing what they

said they would do.Self confidence: believing in one’s abilityEmotional stability=even tempered and consistentCognitive ability=capacity to analyze complex informationBusiness knowledge=lengthy experience in the industry, understand key decisions and concerns facing the company.


• What aspects of leadership does Dahlgren say are important for submarine commanders?

•Which leadership behaviors or traits does he emphasize?

•Are these traits or behaviors right for the situation? Why or Why not?

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Biz Flix: U-571

Take Two Video

Click


15

Leadership Behaviors

2.22.2

Initiating Structure

The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks.

Consideration

The extent to which a leader is friendly, approachable, and supportive and shows concern for employees.

Lee Scott, WalMart


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Blake/Moulton Leadership Grid


2.22.2

1,91,9 Country Club Country Club ManagementManagement

9,9 9,9 Team Team ManagementManagement

1,11,1Impoverished Impoverished ManagementManagement 9,19,1

Authority-Authority-ComplianceCompliance

5,55,5Middle of theMiddle of the

RoadRoad5,55,5

1 2 3 4 5 6 7 8 91

2

3

4

5

6

7

8

9

Co

nce

rn f

or

Peo

ple

Concern for Production

High

Low

Low High

Which style of management is best?


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Putting Leaders in the Right Situation:Fiedler’s Contingency Theory

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GroupPerformance

GroupPerformance =

LeadershipStyle

LeadershipStyle

SituationalFavorableness

SituationalFavorableness

Adapted From Exhibit 14.5

Fiedler‘s theory says that leaders are effective when the work groups they leadperform well.


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Putting Leaders in the Right Situation:Fiedler’s Contingency Theory

Least Preferred CoworkerLeast Preferred Coworker

Situational FavorablenessSituational Favorableness

Matching Leadership Stylesto Situations

Matching Leadership Stylesto Situations

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Leadership Style:Least Preferred Coworker

Leadership style is the way a leader generally behaves toward followers seen as stable and difficult to change

Style is measured by the Least Preferred Co-worker scale (LPC) relationship-oriented task-oriented

3.13.1


21

Leadership Style:Least Preferred Coworker Scale

3.13.1

Adapted From Exhibit 14.6


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Situational Favorableness

3.23.2


The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members.

Three factors: Leader-member relations Task structure Position power

Is the leader trusted?

Subordinate tasks clearly defined?

Can leader hire, fire, etc.?


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3.23.2


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Matching Leadership Styles to Situations


3.33.3


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Path-Goal Theory

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Path-Goal Theory

A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment. In contrast to Fiedler’s contingency theory,

path-goal theory assumes that leaders can change and adapt their leadership styles.


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Basic Assumptions of Path-Goal Theory

Adapted From Figure 14.9

44

Clarify paths to goalsClarify paths to goals

Clear paths to goals by solving problems and removing roadblocks

Clear paths to goals by solving problems and removing roadblocks

Increase the number and kinds of rewardsavailable for goal attainment

Increase the number and kinds of rewardsavailable for goal attainment

Do things that satisfy followers today or will lead to future rewards or satisfaction

Do things that satisfy followers today or will lead to future rewards or satisfaction

Offer followers something unique and valuablebeyond what they’re experiencing

Offer followers something unique and valuablebeyond what they’re experiencing


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Path-Goal Theory

Adapted From Figure 14.10

Subordinate Contingencies•Perceived Ability•Locus of Control•Experience

Subordinate Contingencies•Perceived Ability•Locus of Control•Experience

Environmental Contingencies•Task Structure•Formal Authority System•Primary Work Group

Environmental Contingencies•Task Structure•Formal Authority System•Primary Work Group

Outcomes•Subordinate satisfaction•Subordinate performance

Outcomes•Subordinate satisfaction•Subordinate performance

Leadership Styles•Directive•Supportive•Participative•Achievement-Oriented

Leadership Styles•Directive•Supportive•Participative•Achievement-Oriented

44


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Adapting Leader Behavior:Path-Goal Theory

LeadershipStyles

LeadershipStyles

Subordinateand

EnvironmentalContingencies

Subordinateand

EnvironmentalContingencies

OutcomesOutcomes

44


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Leadership StylesDirective

clarifying expectations and guidelines

Supportive being friendly and approachable

Participative allowing input on decisions

Achievement-Oriented setting challenging goals

4.14.1


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Leadership Styles

Martin Winterkorn of Audi uses a directive style. His employees know exactly what is expected of them.


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Subordinate and Environmental Contingencies

Perceived ability

Locus of control

Experience

Perceived ability

Locus of control

Experience

Subordinate Environmental

Task structure

Formal authority system

Primary work group

4.24.2

How much ability subordinates believe they have for doing their jobs well.

The extent to which people believe that they have control over what happens to them in life.

The level of experience of the subordinatesThe degree to which the requirements of a subordinate’s tasks are clearly specified.

The organizations established set of procedures, rule, and policies.

The amount of work-oriented participation or emotional support that is provided by the employee’s immediate work group.


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Path Goal Theory:When to Use Leadership Styles

Directive Leadership Supportive Leadership Unstructured tasks Inexperienced workers Workers with low perceived ability Workers with external locus of

control Unclear formal authority system

Structured, simple, repetitive tasks

Stressful, frustrating tasks When workers lack confidence Clear formal authority system

Participative Leadership Achievement-Oriented Leadership Experienced workers Workers with high perceived ability Workers with internal locus of

control Workers not satisfied with rewards Complex tasks

Unchallenging tasks

Directive Leadership Supportive Leadership Unstructured tasks Inexperienced workers Workers with low perceived ability Workers with external locus of

control Unclear formal authority system

Structured, simple, repetitive tasks

Stressful, frustrating tasks When workers lack confidence Clear formal authority system

Participative Leadership Achievement-Oriented Leadership Experienced workers Workers with high perceived ability Workers with internal locus of

control Workers not satisfied with rewards Complex tasks

Unchallenging tasks

Adapted from Exhibit 14.114.24.2


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Adapting Leadership Behavior

WorkerReadiness

WorkerReadiness

LeadershipStyles

LeadershipStyles

55

Hersey and Blanchard’s Situational Leadership Theory

Situational leadership theory states that leaders need to adjust their leadership styles to match their followers’ readiness.


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Worker Readiness

The ability and willingness to take responsibility for directing one’s behavior at work

Components of worker readiness:

Job readiness Psychological readiness

5.15.1


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Worker Readiness

R4R4

R3R3

R2 R2

R1R1

confidentwilling able

confidentwilling able

insecurenot willingable

insecurenot willingable

confidentwilling not able

confidentwilling not able

insecure not able not willing

insecure not able not willing

5.15.1


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Leadership Styles

Telling(R1)

Telling(R1)

Selling(R2)

Selling(R2)

Participating(R3)

Participating(R3)

Delegating(R4)

Delegating(R4)

high task behaviorlow relationship behavior

high task behaviorlow relationship behavior

high task behaviorhigh relationship behavior

high task behaviorhigh relationship behavior

low task behaviorhigh relationship behavior

low task behaviorhigh relationship behavior

low task behaviorlow relationship behavior

low task behaviorlow relationship behavior

5.25.2


Approaches to Leadership

TraitsBehaviorsSituational theoriesStrategic leadership

Visionary• Charismatic leadership• Transformational leadership

44


45

Visionary Leadership

CharismaticLeadership

CharismaticLeadership

TransformationalLeadership

TransformationalLeadership

77


46

Charismatic Leadership

Creates an exceptionally strong relationship between leader and follower

Charismatic leaders: articulate a clear vision, based on values model values consistently with vision communicate high performance expectations display confidence in followers’ abilities

7.17.1


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Kinds of Charismatic LeadersEthical Charismatics

provide developmental opportunities open to positive and negative feedback recognize others’ contributions share information concerned with the interests of the group

Unethical Charismatics control and manipulate followers do what is best for themselves only want positive feedback motivated by self-interest

7.17.1


48

Ethical and Unethical Charismatic Leaders

Exercising Power Power is used to serve others

Creating the vision Followers help develop the vision

Communicating with followers

Two-way communication

Accepting feedback Open to feedback

Want followers to think and to questions the status quo

Stimulating followers

Developing followers Focus on developing followers

Living by moral standards

Three virtues: courage, sense of fairness, integrity

Charismatic Leader Charismatic Leader BehaviorsBehaviors

Ethical CharismaticsEthical Charismatics

7.17.1Adapted from Exhibit 14.15


49

Ethical and Unethical Charismatic Leaders

Charismatic Leader Charismatic Leader BehaviorsBehaviors

Unethical CharismaticsUnethical Charismatics

Exercising Power Power is used to dominate others

Creating the vision Vision comes solely from the leader

Communicating with followers

One-way communication, not open to input from others

Accepting feedback Prefer yes-men, punish candid feedback

Don’t want followers to think, prefer uncritical acceptance of own ideas

Stimulating followers

Developing followers Insensitive to followers’ needs

Living by moral standards

Follow standards only if they satisfy immediate self interests

7.17.1Adapted from Exhibit 14.15


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Transformational Leadership

Generates awareness and acceptance of group’s purpose and mission

Gets followers to accomplish more than they intended or thought possible

7.27.2

Documents

Chapter 14 Copyright ©2009 by Cengage Learning Inc. All rights reserved 1 Chapter 14 Leadership