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HO VAN HIEN (MBA) Management and Leadership, There is a Difference The Nature of Leadership –Personal Leadership Style and Managerial Tasks –Leadership Styles Across Cultures –Power: The Key to Leadership –Empowerment: An Ingredient in Modern Management Trait and Behaviour Models of Leadership –The Trait Model –The Behaviour Model Contingency Models of Leadership –Fiedler’s Contingency Model –House’s Path-Goal Theory CHAPTER OUTLINE The Nature Of Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership Transformational Leadership Gender & Leadership Emotional Intelligence & Leadership Management & Leadership
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HO VAN HIEN (MBA)
99Chapter
Leadership
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• After studying the chapter, you should be able to:– Describe what leadership is, when leaders are effective and
ineffective, and the sources of power that enable managers to be effective leaders.
– Identify the traits that show the strongest relationship to leadership, the behaviours leaders engage in, and the limitations of the trait and behavioural models of leadership.
– Understand how contingency models of leadership enhance our understanding of effective leadership and management in organizations.
– Understand the concept of transformational leadership is, and explain how managers can engage in it.
– Characterize the relationship between gender leadership.
LEARNING OBJECTIVES
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Management and Leadership, There is a Difference• The Nature of Leadership
– Personal Leadership Style and Managerial Tasks– Leadership Styles Across Cultures– Power: The Key to Leadership– Empowerment: An Ingredient in Modern Management
• Trait and Behaviour Models of Leadership– The Trait Model– The Behaviour Model
• Contingency Models of Leadership– Fiedler’s Contingency Model– House’s Path-Goal Theory
CHAPTER OUTLINE
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Contingency Models of Leadership (Cont’d)– The Leader Substitutes– Bringing It All Together
• Transformational Leadership– Being a Charismatic Leader– Stimulating Subordinates Intellectually– Engaging in Developmental Considerations– Distinction Between Transformational and Transactional
Leadership• Gender and Leadership• Emotional Intelligence and Leadership
CHAPTER OUTLINE
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
• Effective leadership not required in all situation– Need to recognize where leadership is needed and the most
effective means of having leadership in place– Leadership essential in situations of organizational change
• Leaders might be:– The managers themselves– An appointed subordinate– A superior– A hired outsider or consultant
Key is to match the right leader with the right situation!
MANAGEMENT & LEADERSHIP, There is a Difference
HO VAN HIEN (MBA)
• Leadership– The process by which a person exerts influence over
others and inspires, motivates and directs their activities to achieve group or organizational goals.
• Effective leadership increases the firm’s ability to meet new challenges.
• Leader– An individual who is able to exert influence over
other people to help achieve group or organizational goals
THE NATURE OF LEADERSHIP
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Personal Leadership Style– The specific ways in which a manager chooses to
influence others shapes the way that manager approaches the other tasks of management.
• Leaders may delegate and support subordinates, while others are very authoritarian.
The challenge is for managers at all levels to develop an effective personal management style.
THE NATURE OF LEADERSHIP
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Leadership styles may vary among different countries or cultures.
• European managers tend to be more people-oriented than North American or Japanese managers.
• Japanese managers are group-oriented, while North American managers focus more on profitability.
– Time horizons also are affected by cultures.• Western firms often focus on short-run efforts and results.• Japanese firms have a longer-run perspective.• European firms fall somewhere between the North
American and Japanese orientations.
LEADERSHIP ACROSS CULTURES
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
Power
Legitimate
Reward
Coercive
Referent
Expert
POWER: THE KEY TO LEADERSHIP
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Legitimate Power– The authority that a manager has by virtue of his
or her position in the firm.• Example: the power to hire or fire employees.
• Reward Power– The ability of a manager to give or withhold
tangible and intangible rewards.• Example: awarding pay raises or providing verbal praise
for good performance.– Effective managers use reward power to signal to
employees that they are doing a good job.
POWER : The Key to Leadership
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Coercive Power– The ability of a manager to punish others.
• Examples: verbal reprimand, pay cuts, and dismissal– Limited in effectiveness and application; can have
serious negative side effects.
• Expert Power– Power that is based on special knowledge, skills,
and expertise that the leader possesses.– First-line and middle managers have the most expert
power; most often consists of technical ability.
POWER : The Key to Leadership
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Referent Power– Power that comes from subordinates’ and co-workers’ respect for
the personal characteristics of a leader which earns their
loyalty and admiration. - Usually held by and available for use by likable managers who are concerned about their workers.
POWER : The Key to Leadership
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Empowerment– The process of giving workers at all levels
more authority to make decisions and the responsibility for their outcomes.
– Empowerment helps managers:• Get workers involved in the decisions.• Increase worker commitment and motivation.• Have time to focus on other issues.
Effective managers usually empower substantial authority to workers.
EMPOWERMENT: AN INGREDIENT IN MODERN MANAGEMENT
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Trait Model– Attempted to identify personal characteristics that
cause effective leadership.• Research shows that certain personal “traits” do appear to be connected to effective leadership.• Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.
MODEL OF LEADERSHIP
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Behavioural Model– Identifies the two basic types of behaviour that many
leaders engage in to influence their subordinates:• Consideration: employee-centered leadership behaviour
indicating that a manager trusts, respects, and cares about subordinates
• Initiating structure: job-oriented leadership behaviour that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.
Both behaviours are independent; managers can be high or low on both behaviours.
MODEL OF LEADERSHIP
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Fiedler’s Model– Effective leadership is contingent on both the
characteristics of the leader and of the situation. – Leader style is the enduring, characteristic
approach to leadership that a manager uses and does not readily change.
• Relationship-oriented style: leaders concerned with developing good relations with their subordinates and to be liked by them.
• Task-oriented style: leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Situation Characteristics affect how favourable a situation is for leading to occur.
• Leader-member relations — how much workers likeand trust their leader.
• Task structure — are tasks are clear-cut?• Position Power — the amount of legitimate, reward,
and coercive power leaders have due to their position.
Favourable = good relations, clear task, strong power
FIEDLER’S MODEL
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
FIEDLER’S CONTINGENCY THEORY OF LEADERSHIP
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
FIEDLER’S CONTINGENCY THEORY OF LEADERSHIP
Good PoorModerate
Good
Poor
Leader- Memebrs Relation Task Structure
HO VAN HIEN (MBA)
• Identifies situations where given types of managers might perform best.– Task-oriented best in very favourable/unfavourable– Relationship-oriented best in moderately favourable
• Managers cannot change leader style – managers will be most effective when:
• they are placed in situations that suit their leader style.• the situation can be changed to fit the manager’s leader
style.
FIEDLER’S MODEL IN APPLICATION
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• A contingency model of leadership - 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 desire3. Clarifying the paths
to the attainment of the goals,remove obstacles to performance,and express confidence in worker’s ability.
HOUSE’S PATH – GOAL THEORY
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Path-Goal identifies 4 leadership behaviours:Directive behaviours: set goals, assign tasks, show
how to do things.Supportive behaviour: look out for the worker’s best
interest.Participative behaviour: give subordinates a say in
matters that affect them.Achievement-oriented behaviour: Setting very
challenging goals, believing in worker’s abilities.• Which behaviour to be used depends on the
nature of the subordinates and the tasks.
MOTIVATING WITH PATH - GOAL
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Behavioural Model– Identifies the two basic types of behaviour that many leaders engage in
to influence their subordinates:• Consideration: employee-centered leadership behaviour
indicating that a manager trusts, respects, and cares about subordinates
• Initiating structure: job-oriented leadership behaviour that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.
Both behaviours are independent; managers can be high or low on both behaviours.
MODEL OF LEADERSHIP
HO VAN HIEN (MBA)
• Fiedler’s Model– Effective leadership is contingent on both the characteristics of the
leader and of the situation. – Leader style is the enduring, characteristic approach to leadership that a
manager uses and does not readily change.
• Relationship-oriented style: leaders concerned with developing good relations with their subordinates and to be liked by them.
• Task-oriented style: leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.
HO VAN HIEN (MBA)
• Leadership Substitute– Acts in the place of a leader and makes leadership
unnecessary. Possible substitutes can be found in:• Characteristics of the subordinates: their skills,
experience, motivation.• Characteristics of context: the extent to which work is
interesting and fun.• Worker empowerment or self-managed work teams reduce
leadership needs.– Managers should be aware that they do not always
need to directly exert influence over workers.
THE LEADER SUBSTITUTES MODEL
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Leadership that:1. Makes subordinates aware of the
importance of their jobs and performance to the organization by providing feedback to the worker.
2. Makes subordinates aware of their own needs for personal growth and development.
3. Motivates workers to work for the good of the organization, not just themselves.
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Charismatic Leader– An enthusiastic, self-confident transformational
leader able to clearly communicate his or her vision of how good things could be by:
• Being excited and clearly communicating excitement to subordinates.
• Openly sharing information with employees so that everyone is aware of problems and the need for change.
• Empowering workers to help with solutions.• Engaging in the development of employees by working
hard to help them build skills.
BEING A CHARISMATIC LEADER
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• Transactional Leaders– Use their reward and coercive powers to encourage
high performance—they exchange rewards for performance and punish failure.
– Push subordinates to change but do not seem to change themselves.
– Do not have the “vision” of the transformational leader.
TRANSACTIONAL LEADERSHIP
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
• The # of women managers is but is still relatively low in the top levels of management.– Research indicates that actually there is no gender-
based difference in leadership effectiveness.– Women are seen to be more participative than men
because they adopt the participative approach to overcome subordinate resistance to them as managers and they have better interpersonal skills.
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
Trần Hải Linh CEO trẻ nhất VN Lenovo
HO VAN HIEN (MBA)
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
Hai ông chủ Google Lary
Page và Sergey Brin
HO VAN HIEN (MBA)
• The Moods of Leaders:– affect their behaviour and effectiveness as
leaders.– affect the performance of their subordinates.
• 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.
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
SUMMARY
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
HO VAN HIEN (MBA)
THE END
The NatureOf
Leadership
Trait & BehaviorModel
of Leadership
Contingency Models
OfLeadership
Transformational Leadership
Gender &
Leadership
Emotional
Intelligence
&
Leadership
Management &
Leadership
