Chapter 15 Leadership

Leadership

Chapte

r 15

Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

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Leadership

There is probably no topic more

important to business success

today than leadership

leadership occurs among people

involves the use of influence

is used to attain goalsManager’s Challenge: Aramark Corp.

Different leaders behave in different ways – style, need, situation


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Leadership

Leadership definition

Differences in leadership and management

Theories of leadership effectiveness

Charismatic and transformational leadership

How leaders use power and influence to get things done

New leadership approaches for today’s turbulent environment

Different leaders behave in different ways – style, need, situation

Topics

Chapter 15


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Nature of 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.

travel the globe solving

problems


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Leadership versus ManagementManagement

Promotes

stability, order

and problem

solving within

existing

organizational

structure and

systems

Leadership

Promotes

vision,

creativity, and

change

M L

Takes care of where you are Takes you to a new place


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Leader versus Manager Qualities

Manager QualitiesLeader Qualities

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

SOUL

Visionary

Passionate

Creative

Flexible

Inspiring

Innovative

Courageous

Imaginative

Experimental

Initiates change

Personal power

MIND

Rational

Consulting

Persistent

Problem solving

Tough-minded

Analytical

Structured

Deliberate

Authoritative

Stabilizing

Position power


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Leadership Traits

Traits - early efforts to understand leadership success focused on leader’s personal characteristics

Great man approach - early research focused on leaders who had achieved a level of greatness

– Find out what made them great

– Find people with same traits

Traits = personal characteristics


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Personal Characteristics of Leaders

Physical Characteristics

Energy

Physical stamina

Social Background

Education

Mobility

Intelligence and Ability

Judgment,

decisiveness

Knowledge

Intelligence, cognitive

ability

Personality

Self-confidence

Honesty & integrity

Enthusiasm

Desire to lead

Independence

Work-related Characteristics

Achievement drive

Drive to excel

Conscientiousness in pursuit of goals

Persistence against obstacles, tenacity

Social Characteristics

Sociability, interpersonal skills

Cooperativeness

Ability to enlist cooperation

Tact, 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).


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Behavioral Approaches Ohio State Studies

Consideration: - people-oriented behavior

– Is mindful of subordinates

– Establishes mutual trust

– Provides open communication

– Develops teamwork

Initiating Structure: task-oriented behavior

– Directs subordinate work activities toward goal attainment

– Typically gives instructions, spends time planning, and

emphasizes deadlines

– Provides explicit schedules of work activities


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Behavioral Approaches Michigan Studies

University of Michigan compared the

behavior of effective and ineffective

supervisors

Employee-centered leaders

Job-centered leaders

At about the same time as Ohio State Studies


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The Leadership Grid

Two-dimensional leadership theory that

measures the leader’s concern for people

and for production

Builds on the work of Ohio State and

Michigan studies

Blake and Mouton

Experiential Exercise: T-P Leadership Questionnaire


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Leadership Grid

High

High

Low

Low

Concern for Production

Co

ncern

fo

r P

eo

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.

1,9

Country Club Management

Thoughtful attention to the

needs of people for satisfying

relationships leads to a com-

fortable, friendly organization

atmosphere and work tempo.

Impoverished

Management

Exertion of minimum effort

to get required work done

is appropriate to sustain

organization membership.

1,1

9,9

Team Management

Work accomplishment is from

committed people; interdependence

through a “common stake” in

organization purpose leads to

relationships of trust and respect.

5,5

Middle-of-the-Road Management

Adequate organization performance is

possible through balancing the necessity

to get out work with maintaining morale of

people at a satisfactory level.

Authority-Compliance

Efficiency in operations results

from arranging conditions of

work in such a way that

human elements interfere to a

minimum degree.

9,1

The Leadership Grid

5,5


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Contingency Approaches

Fiedler’s Contingency

Theory

Hersey and Blanchard

Situational Theory

Evans and House Path

Goal Theory

Relationship between leadership style and situation


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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.

Leaders needs to know

Whether they have a relationship- or task-oriented style

Should diagnose the situation and determine the favorableness

of the following three areas


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Hersey-Blanchard’s Situational Leadership Theory

Links leader’s behavioral style with subordinates’ task readiness

Low Readiness Level

Very High Readiness Level

High Readiness Level

Moderate Readiness Level

Low Readiness Level

Follower Characteristics Appropriate Leader Style

Telling

Selling

Participating

Delegating


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Path Goal Theory

Source: Based on Bernard M. Bass, “Leadership:

Good, Better, Best,” Organizational Dynamics 13

(Winter 1985), 26-40.


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Path-Goal Theory Leader 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

Classification of (4) leader behaviors


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Path-Goal Theory Leaders Behaviors

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

Classification of (4) leader behaviors


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Path-Goal Situational Contingencies

Personal characteristics of group

members

The work environment

Degree of task structure

Nature of formal authority system

Work group itself


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Path-Goal Situations &Preferred Leader Behavior

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


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Substitutes for Leadership

Substitute = situational variable that makes

a leadership style unnecessary or redundant

Neutralizer = situational variable that

counteracts a leadership style and prevents

the leader from displaying certain behaviors


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Leading Change

Transactional Leaders

Clarify the role and task requirements of subordinates

Initiate structure

Provide appropriate rewards

Display consideration for subordinates

Meet the social needs of subordinates


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Leading Change

Charismatic 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


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Leading Change

Transformational Leader

Similar to charismatic leaders

Distinguished by their special ability to bring about

innovation and change by

Recognizing followers’ needs and concerns

Helping them look at old problems in new ways

Encouraging them to question the status quo


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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


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Post-Heroic Leadership for Turbulent Times

The turbulence and uncertainty of the

environment in which most organizations are

operating is a significant influence on

leadership styles

Post-heroic leader’s major characteristic is

humility

Ethical Dilemma: Does Wage Reform Start at the Top?


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Leadership in Turbulent Times

The concept and practice of leadership

continues to grow and change Post-heroic approach

Servant leadership

Level 5 leadership

Interactive leadership

E-leadership

Moral leadership

Leadership & Management

Chapter 15 Leadership