Management 12e richard draft chapter 15

May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.The Nature of Leadership  Many styles of leadership can be effective  People,

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Chapter 15

Leadership

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The Nature of Leadership

 Many styles of leadership can be effective

 People, influence, and goals

 Leadership is the ability to influence people

toward the attainment of goals

 Reciprocal, occurring among people

 A “people” activity, different than administration

and problem solving

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Contemporary Leadership

 Leadership evolves as the needs of the

organization change

 Leadership has evolved with technology,

economic, labor, social, and cultural changes

 Responding to the turbulence and uncertainty of the environment

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Level 5 Leadership

Highest level in a hierarchy of manager capabilities

 Lack of ego (humility)

 Fierce resolve to do what is best for organization

 Shy and self-effacing

 Credit other people

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15.1 Level 5 Hierarchy

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Servant Leadership

 Work exists for the development of the worker

 Servant leaders transcend self-interest to

serve others

 Servant leaders give away power, ideas,

information, recognition, credit, and money

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Authentic Leadership

 Leaders who know and understand themselves

 Espouse and act with higher order ethical

values

 Staying true to one’s values and beliefs

 Inspire trust and commitment

 Respect diverse viewpoints

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Authentic Leadership

 Encourage collaboration

 Help others learn, grow, and develop as leaders

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15.2 Components of Authentic

Leadership

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Gender Differences

 Associated with Level 5 leaders and female

leaders

 Interactive leadership means that the leader

favors a consensual and collaborative process

 Influence derives from relationships rather than

position power and formal authority

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15.3 - Gender Differences in

Leadership Behaviors

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From Management to

Leadership

 Good management is essential to organizations

 However, good managers must be leaders

 Management promotes stability and order

within the existing organizational structure

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From Management to

Leadership

 Leadership motivates toward vision and

change

 Leadership cannot replace management, there

should be a balance of both

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15.4 Leader and Manager

Qualities

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Leadership Traits

 Early research on leadership focused on traits

 Traits – distinguishing personal characteristics

of a leader

 Intelligence, honesty, self-confidence and

appearance

 Great Man Approach to leadership

 Traits are reemerging as a leadership interest

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Leadership Traits

 Effective leaders possess varied traits and

combine these with their strengths

 Strengths – natural talents and abilities that

have been supported and reinforced with

learned knowledge and skills

 Provides individual with best tools for

accomplishment and satisfaction

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15.5 Personal Characteristics

of Leaders

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Behavioral Approaches

 Research beyond leadership traits

 Defined two leadership behaviors:

 Task-oriented behavior

 People-oriented behavior

 Foundation of important leadership studies

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Ohio State Studies

Identified two major behaviors:

 Consideration; people oriented

 Mindful of subordinates

 Respects ideas and feelings

 Establishes mutual trust

 Initiating structure; task behavior

 Task oriented

 Directs work activities toward goals

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Michigan Studies

Compared the behavior of effective and ineffective

supervisors

 Employee-centered leaders (most effective)

 Establish high performance goals

 Display supportive behavior

 Job-centered leaders (not effective)

 Less concerned with goal achievement/human needs

 Focus on meeting schedules, cost-management, and

efficiency

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15.6 The Leadership Grid

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Contingency Approaches

How do situations influence leader

effectiveness?

 Situational model of leadership

 Leadership model (Fiedler)

 Substitutes for leadership concept

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Situational Theory of

Leadership

 Extension of behavioral theories

 Focus on characteristics of followers

 Seek appropriate leadership behavior

 Subordinates vary in readiness determined by:

 Degree of willingness and ability a subordinate

demonstrates while performing a task

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15.7 The Situational Model of

Leadership

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Fiedler’s Contingency Theory

 Leader’s style is task oriented or relationship

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15.8 How Leader Style

Fits the Situation

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Substitutes for Leadership

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 There are situations where leader style is

unimportant

 There are situations and variables that can

substitute or neutralize leadership

characteristics

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15.9 Substitutes and

Neutralizers for Leadership

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Charismatic and

Transformational Leadership

 Charismatic leaders are skilled in the art of visionary

leadership

 Vision is an attractive, ideal future

 Inspire and motivate people to do more

 A lofty vision

 Ability to understand and empathize

 Empowering and trusting subordinates

 Visionary leaders speak to the hearts of

employees to be a part of something big

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• Inspire followers

• Create a better future

• Promote significant change

Transformational versus

Transactional Leadership

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Followership

 Organization does not exist without followers

 Understand followers: critical thinking versus

dependent uncritical thinking

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15.10 Styles of Followership

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Power and Influence

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Power and Influence

 Other sources of power

 Personal effort

 Network of relationships

 Information

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15.11 Six Interpersonal

Influence Tactics for Leaders

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