Developed by Cool Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. chp16 Leadership

Developed by Cool Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

chp16

Leadership in Organizations



Leadership

The ability to influence people toward the attainment of organizational goals.

Leadership is reciprocal, occurring among people.Leadership is a “people” activity, distinct from

administrative paper shuffling or problem-solving activities.

Leadership is dynamic and involves the use of power.

IdeaBridge, travel the globe solving problems


Leadership versus Management

Management Power:comes from organizational structure, it promotes stability, order, and problem solving within the structure.

Leadership Power:comes from personal sources, such as personal interests, goals, and values.promotes vision, creativity, and change.

The major differences between the leader and the manager relates to their source of power and level of compliance.


Sources of Power

Legitimate Power: power coming from a formal management position.

Reward Power: stems from the authority to bestow rewards on other people.

Coercive Power: the authority to punish or recommend punishment.

Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.

Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader


Leader versus Manager Qualities

MANAGERLEADER

Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12

SOULVisionaryPassionateCreativeFlexible

InspiringInnovative

CourageousImaginative

ExperimentalInitiates changePersonal power

MINDRational

ConsultingPersistent

Problem solvingTough-minded

AnalyticalStructuredDeliberate

AuthoritativeStabilizing

Position power


Personal Characteristics of Leaders

Physical characteristicsActivityEnergy

Social backgroundMobility

Intelligence and abilityJudgment, decisivenessKnowledgeFluency of speech

PersonalityAlertnessOriginality, creativityPersonal integritySelf-confidence

Work-related characteristicsAchievement driveDrive for responsibilityResponsibility in pursuit of goalsTask orientation

Social characteristicsAbility to enlist cooperationPopularity, prestigeSociability, interpersonal skillsSocial participationTact, diplomacy

Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).


Behavioral Approaches

Consideration:– Is mindful of subordinates– Establishes mutual trust– Provides open communication– Develops teamwork

Initiating Structure:– Is task oriented– Directs subordinate work activities toward goal attainment– Typically give instructions, spend time planning, and

emphasize deadlines– Provide explicit schedules of work activities


Leadership Grid

High

High

Low

Low

Concern for Production

Con

cern

for

Peo

ple

Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

1,9Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.

Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1

9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.

5,5Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.

Authority-ComplianceEfficiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree. 9,1


Contingency Approaches

• Fiedler’s Contingency Theory• Hersey and Blanchard Situational

Theory• Evans and House Path Goal

Theory


Fiedler’s Classification ofSituation Favorableness

Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly.


Path Goal Theory

Source: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985), 26-40.


Path-Goal Theory Leaders Behaviors

Supportive leadership:… Leader behavior that shows concern for subordinates… Open, friendly, and approachable… Creates a team climate… Treats subordinates as equals Directive leadership:… Tells subordinates exactly what they are supposed to do… Planning, making schedules, setting performance goals, and

behavior standards Participative leadership:… Consults with his or her subordinates about decisions Achievement-oriented leadership:… Sets clear and challenging goals for subordinates… Behavior stresses high-quality performance


Path-Goal Situational Contingencies

The personal characteristics of group membersThe work environment


Path-Goal Situations &Preferred Leader Behavior

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.


Change Leadership

Transactional Leaders:Clarify the role and task requirements of subordinates Initiate structureProvide appropriate rewardsTry to be considerateMeet the social needs of subordinatesCharismatic Leaders: The ability to inspire Motivate people to do more than they would normally do Tend to be less predictable than transactional leaders Create an atmosphere of change May be obsessed by visionary ideas


Changing Leadership & the Workplace

• Globalization

• E-commerce

• Virtual organization

• Telecommuting

• Changing employee interests & expectations

• Diversity

• Level 5 Leadership

– Women’s ways of leading

– Virtual leadership

– Servant leadership

Documents

Developed by Cool Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. chp16 Leadership