tiểu luận quản trị học analysis of the leadership in boss da market gia khánh lê

Depending on the degree of the managerialconcern for people and production, a manager can fall anywhere on the grid.The five resulting leadership styles are as follows: Impoverished man

After analyzing the leadership of the woman in the video based on the theoriesand models that we have learnt about the Leadership in Management, our grouphopes that we can bring you the clear understanding and knowledge of the effectiveand efficient in leadership styles and support you to get the goals successfully Inaddition, we hope you are able to apply suitable theories, models and styles tobecome a better manager in the future.

A INTRODUCTION

I Rationale of study

Knowledge is not the only thing leading to the individual success,especially in this day and age It is necessary to have other soft skills such asmanagerial, decision-making, planning skills, which help you become moreproductive in work and easier in daily life Leadership skill is one of the mostimportant one that everyone want to acquire and get all of it, however, there arefew people having a full comprehension of leadership

This report is going to give a complete analysis of leadership with the hope

of helping people to gain base knowledge then put it into practice It is nottotally an intrinsic trait but something you can learn to get, to improve day byday in order to develop yourself along with your community It is quite easy toknow whether you are capable to be a leader or not but it takes time and effort

to learn to become an effective leader And this report is an answer to thatquestion

II Research objectives

This study was carried out to deliver a fundamental comprehension ofleading in an easy and practical way with the purpose of providing basicknowledge and various approaches to apply leadership skill in reality

III Research methodology

Through a video of familiar scenes in daily life, the study covers all aspects

of life and all kinds of human irrespective of ages, genders and jobs escpeciallythe ones who are intended to become a good leader but have no idea where tobegin

IV Scope of study

1 Qualitative Method:

Using this type of methods, we concentrate on describing a specificsituation through observations to gain an understanding of problem; therefore,help to develop ideas for potential quantitative research

2 References and Observation Method:

Methods to analyze include specific theoretical perspectives and explainingleading types We combined references and observation so that we could finishour task professionally and apply the knowledge and lessons we have learntinto the real life While references gave us a reliable source of informationhelping to understand the skills and the topic better, we took advantages ofobservation from reality and movies to be able to have a practical overview ofthe leading process

V Structure of study

This report will summarize out process to create the final product andexpress our point of views eight parts: Abstract, Introduction, LiteratureReview, Research Methodology, Findings and Analysis, Recommendations,Conclusion and Appendix While Abstract starts with the initial problems byraising a broad question, the other will help narrow down, focus on the root ofproblem by our approaching methods (observe, analyze data), then finallyreach the conclusion and giving some recommendations for the concern

B LITERATURE REVIEWS

I Types of power

Leader power is their right and capacity to influence work actions

or decisions Five sources of leader power have been identified: legitimate,coercive, reward, expert, and referent

1 Legitimate power:

Legitimate is similar to authority Legitimate power represents the power

a leader has as a result of his or her position in the organization Althoughpeople in positions of authority are also likely to have reward and coercivepower, legitimate power is broader than the power to coerce and reward

In the video, the main character is the market owner and she has the right

to collect rents as well as invite others to join her market

2 Coercive power:

Coercive power is used to punish or control Followers react to this

power out of fear of the negative results that might occur if they don’t comply.Managers typically have some coercive power, such as being able to suspend

or demote employees or to assign them work they find unpleasant orundesirable

When the butcher continued to used wrong scale, the woman broke up thescale and threatened him not to do that again

3 Reward power:

Reward power is the power to give positive rewards A reward can beanything that a person values such as money, favorable performance appraisals,

promotions, interesting work assignments, friendly colleagues, and preferredwork shifts or sales territories.

The woman did encourage sellers in the market, which represents spiritualreward for them

5 Referent power:

Referent power arises because of personal desirable resources or personaltraits If I admire you and want to be associated with you, you can exercisepower over me because I want to please you Referent power develops out ofadmiration of another and a desire to be like that person

Although the market owner in the video is rude, all seller in the market stillrespect her for what she did for them For instance, she asked the coconut man

to join her market due to his poor conditions

II Traits approaches

Arising from the “Great Man” theory, the trait approach is a way ofidentifying the key characteristics of successful leaders It concentrates on theidea that great leaders are born with the given abilities, and not a learned

ability Individuals are brought into this world with all of the characteristicsneeded to become a great leader.

The trait approach theory, of course, comes with a fair share of controversy Numerous studies have tried to narrow down the specific personality traits thatmake up a good leader Nevertheless, the results have always beencontroversial Although those that were found might be good traits, they arenot necessarily exhibited by all leaders

However in those studies, there were 7 factors that appeared more than theothers, namely ‘drive’, ‘self-confidence’, ‘honesty & integrity’, ‘self -confidence’, ‘intelligence’, ‘job - relevant knowledge’ and ‘extraversion’ Inmore details, the traits are explained as the following:

Drive: Leaders exhibit a high effort level They have a relatively high desire

for achievement, they are ambitious, they have a lot of energy, they aretirelessly persistent in their activities, and they show initiative

Desire to lead: Leaders have a strong desire to influence and lead others.

They demonstrate the willingness to take responsibility

Honesty and integrity: Leaders build trusting relationships with followers

by being truthful or nondeceitful and by showing high consistency betweenword and deed

Self-confidence: Followers look to leaders for an absence of self-doubt,

Leaders, therefore, need to show self-confidence in order to convince followers

of the rightness of their goals and decisions

Intelligence: Leaders need to be intelligent enough to gather, syntherize, and

interpret large amount of information, and they need to be able to createvisions, solve problems and make correct decisions

Job-relevant knowledge: Effective leaders have a high degree of

knowledge about the company, industry, and technical matters In-depth

knowledge allows leaders to make well-informed decisions and to understandthe implications of those decisions

Extraversion: Leaders are energetic, lively people They are sociable,

assertive, and rarely silent of withdrawn

III Behavioral approaches

Behavioral Theory of Leadership considers the observable actions andreactions of leaders and followers in a given situation Behavioral theoriesassume that leaders can be made rather than born, and successful leadership isbased on definable, learnable behavior For behavioral theorists, a leaderbehavior is the best predictor of his leadership influences and as a result, is thebest determinant of his or her leadership success

These theories concentrate on what leaders actually do rather than on theirpersonalities Different patterns of behavior are observed and categorized as

“styles of leadership”

1 University of Iowa studies

The Iowa Studies of leadership were carried out in the 1939's by Lewin,Lippitt, and White, under the direction of Lewin This study was set out toidentify different styles of leadership and it established three major leadershipstyles

· The autocratic leader tends to make choices or decisions based on their

own beliefs and do not involve others for their suggestion or advice

· The democratic leader takes all opinions into consideration, making a

decision based on others’ input and sharing out the responsibility equally

Democratic leaders let the group determine work methods, make overall goalsknown, and use feedback to help subordinates.

· The Laissez-faire leader barely uses their power and gives the group

complete freedom They try to give the least possible guidance to subordinatesand to achieve control through less obvious means They believe that peopleexcel when they are left alone to respond to their responsibilities andobligations in their own ways

The University of Iowa studies explored three leadership styles to findwhich was the most effective In fact, it depends on the situation Autocraticleadership is best applied to situations where there is little time for groupdecision-making or where the leader is the most knowledgeable member of thegroup It also shows that Laissez-faire leadership was the least effective of allthree, while group members were more satisfied under a democratic leader thanunder an autocratic one

2 The Managerial Grid

The managerial grid, developed by Robert Blake and Jane SrygleyMouton, is a popular approach for defining leadership styles They argue thatmanagerial behavior is a function of two variables: concern for people andconcern for production

 Concern for people is the degree to which a leader considers the needs

of team members, their interests, and areas of personal developmentwhen deciding the best way to accomplish a task

 Concern for production is the degree to which a leader emphasizesconcrete objectives, organizational efficiency, and hihg productivitywhen deciding the best way to accomplish a task

The level of concern for people (employees) is shown on the vertical axisand the level of concern for production on the horizontal axis of the grid Eachaxis has a scale ranging from 1 to 9, with the higher numbers indicating greaterconcern for the specified variable Depending on the degree of the managerialconcern for people and production, a manager can fall anywhere on the grid.The five resulting leadership styles are as follows:

 Impoverished management (low concern for people and low concern for

tasks or production): This management style does not provide leadership in a

positive sense but believes in a “laissez-faire” approach, relying on previouspractice to keep the organization going

 Country club management (high concern for people but low concern for

production): managers try to create a work atmosphere in which everyone is

relaxed, friendly, and happy However, no one is bothered about putting inthe effort required to accomplish enterprise goals

 Task management (high concern for production but low concern for people

in this management style)

 Middle-of-the- road management (intermediate amount of concern for

both production and people): Managers with this management style believe

in compromise, so that decisions are taken but only if endorsed bysubordinates

 Team management (a high concern for both production as well as

employee morale and satisfaction): Team managers believe that concern for

people and for tasks are compatible They believe that tasks need to becarefully explained and decisions endorsed by subordinates to achieve a highlevel of commitment

According to Blake and Mouton, 9, 9 orientations is the most desirable one.

3 University of Michigan studies

Michigan Leadership Studies indicates the Institute for Social Research atthe University of Michigan conducted empirical studies to identify styles ofleader behavior that results in higher performance and satisfaction of a group.The studies identified two distinct styles of leadership;

 Job-oriented Leadership: Managers pay close attention to subordinates’

work, explain work procedures and are keenly interested in performance

 Employee-oriented Leadership: Managers develop a cohesive group and

ensure that employees are satisfied with their jobs

The Michigan Leadership Studies found that both the styles of leadership led to increase in production, but it was slightly more in case of production of job-orineted style.

IV Situational approaches

1 Situational Leadership Theories (SLT)

Situational Leadership Theory, or the Situational Leadership Model, is amodel created by Paul Hersey and Ken Blanchard, developed while working

on Management of Organizational Behavior The theory was first introduced

in 1969 as "life cycle theory of leadership" During the mid-1970s, life cycletheory of leadership was renamed "Situational Leadership Theory This is acontingency theory that focuses on followers’ readiness, and has gained astrong following among management development specialists

The Situational Leadership Model has two fundamental concepts:

leadership style and the individual or group's performance readiness level, also referred to as maturity level or development level Hersey and Blanchard

characterized leadership style in terms of the amount of task behavior andrelationship behavior that the leader provides to their followers Theycategorized all leadership styles into four behavior styles, which they namedS1 to S4 :

 S1 - Telling (high task – low relationship): The leader defines roles

and tells people what, how, when, and where to do various tasks

 S2 - Selling (high task – high relationship): The leader provides both

directive and supportive behavior

 S3 - Participating (low task – high relationship): The leader and

followers share in decision making; the main role of the leader isfacilitating and communicating

 S4 - Delegating (low task – low relationship): The leader provides

little direction or support

Of these, no one style is considered optimal for all leaders to use all thetime Effective leaders need to be flexible, and must adapt themselvesaccording to the situation.

The right leadership style will depend on the person or group being led.The Hersey–Blanchard situational leadership theory identified four maturitylevels, or the four stages of follower readiness :

 R1: people are both unwilling and unable to take responsibility for

doing something Followers aren’t competent or confident

 R2: people are unable but willing to do the necessary job tasks.

Followers are motivated but lack the appropriate skills

 R3: People are able but unwilling to do what the leader wants.

Followers are competent, but don’t want to do something

 R4: People are both able and willing to do what is asked of them.

Maturity levels are also task-specific A person might be generallyskilled, confident and motivated in their job, but would still have a maturitylevel M1 when asked to perform a task requiring skills they don't possess.SLT essentially views the leader–follower relationship as like that of aparent and a child Just as a parent needs to relinquish control when a childbecomes more mature and responsible, so, too, should leaders As followersreach higher levels of readiness, the leader responds not only by decreasingcontrol over their activities but also decreasing relationship behaviors TheSLT says if followers are at R1 (unable and unwilling to do a task), theleader needs to use the telling style and give clear and specific directions; iffollowers are at R2 (unable and willing), the leader needs to use the sellingstyle and display high task orientation to compensate for the followers’ lack

of ability and high relationship orientation to get followers to “buy into” theleader’s desires; if followers are at R3 (able and unwilling), the leader needs

to use the participating style to gain their support; and if employees are at R4(both able and willing), the leader doesn’t need to do much and should usethe delegating style

2 Path-goal medal

Path-goal theory is a leadership theory developed by Robert House in

1971 and revised in 1996 The theory states that the leader’s job is to assistfollowers in attaining their goals and to provide direction or support needed

to ensure that their goals are compatible with the goals of the group ororganization The task-oriented elements of the Path-Goal Theory matchsituational leadership The Path-Goal Theory provides ways for leaders toencourage and support their employees in achieving their goals That alsoincludes rewards

According to House’s path-goal theory, a leader’s effectiveness depends

on several employee and environmental contingent factors and certainleadership styles All these are explained in the figure below:

House identified four leadership behaviors:

 Directive leader: Lets subordinates know what’s expected of them,schedules work to be done, and gives specific guidance on how toaccomplish tasks

 Supportive leader: Shows concern for the needs of followers and isfriendly

 Participative leader: Consults with group members and uses theirsuggestions before making a decision

 Achievement oriented leader: Sets challenging goals and expectsfollowers to perform at their highest level

According to the theory, these leadership styles are not mutuallyexcusive and leaders are capable of selecting more than one kind of a stylesuited for a particular situation