Marketing Manager Course - Chapter 13

e Identify and apply the major theories of leadership.. DIspersed Theone s e Substitute Leadership:attempts to identify workplace characteristics that can substitute for leadership or ne

eadership

leammg Objectives

Afterreading this chapter, you should be able to:

e Distinguish between management and leadership

e Recognize how leaders use different power bases

to exercise influence

e Differentiate effective from ineffective leaders

e Identify and apply the major theories of

leadership

e Identify organizational characteristics that

determine the need for and importance of

leadership

e Strengthen the values and ethics of an

organization through leadership

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e Ability to influence other people

e Has a vision — ideas or objectives that A

clarify to others where they should be V4

e Sells’ the vision by articulating it in a

compelling and persuasive manner

e Encourages followers to establish

appropriate implementation activities

to support the accomplishment of the

vision

IW

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Prac tic leade

Planning and organizing Problem solving

Clarifying

Informing

e Monitoring

e Motivating

e Consulting

e Recognizing

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ted with nagers

Supporting Managing conflict and team building

Networking Delegating Developing and mentoring Rewarding

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leadership planations

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“Can-Do” Desire

Aititude to Lead

wt ntencit Confidence

and Integrity

and Energy

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Behavioral Theories

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Concern for Production

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Findings of the Fiedler Model

Good- - %

Poor Favorable

Lategory

> Leader-iViember

Relations

> 1ask otructure

> Position Power

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* —— Relationship-Oriented

¬ Task-Oriented

Moderate Unfavorable

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The Path-Goal Framework

Contingencies

Subordinate

Contingencies

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DIspersed Theone s

e Substitute Leadership:attempts to

identify workplace characteristics that can substitute for leadership or neutralize efforts made by a leader

Self-Leadership: leadership that stresses the individual responsibility

of employees to develop their own work priorities aligned with

organizational goals

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Charactenstics of Traditionaland Self-Managing Behaviors:

Organization — Structures own and subordinates | Encourages self-reward

work

individuals or groups

Recognition — Expresses approval or disapproval § Encourages self-criticism

of behavior

reduces group conflict

Fosters the development of a culture that nourishes and supports self-leadership

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Fxchange Theones

e Transactional Leadership: leaders who use

legitimate, coercive, or reward powers to elicit

obedience and attempt to instill in followers the

ability to question standard modes of operation

Transformational Leadership: leaders who

revitalize organizations by instilling in followers the

ability to question standard modes of operation

Authentic leadership: An approach that emphasizes

the importance of a positive directive force,

particularly in an environment of increasing

complexity, change, and uncertainty

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actionaland aders

Charactenst

Ta nsÍo

e Contingent reward Transactional Leader e Charisma Transformational Leader

e Management by exception e Inspiration

(active) e Intellectual stimulation

e Management by exception e Individualized consideration

(passive)

e Laissez-Faire

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Applications of Management

Pe rspe ¢ tive S— forthe Manager

e Managers should identify the theories that best fit

them and their situations:

> Some situations call for a strong person to guide the

organization through change

> Other situations may call for the dispersed leadership

> Uncertainties and difficult times may best match

authentic leadership

e Both management and leadership skills can be positive

for employees and the organization; they will also bode

well for your own career

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Applications of Management

Pe rpe c tive S— forManaging Rams

e Effective teams have a shared vision and a

common purpose that comes from leaders

e Leadership may come from inside the team Itself

e The increasing prevalence of empowerment and

self-leadership underscores the importance of team members understanding and developing leadership skills

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Applications of Management

Pe rspec tive S— forindwiduals

e Employees are more likely to succeed if they can

manage themselves without relying on others to

motivate them and define their tasks

e Employees can become self-leaders by:

> Finding opportunities in their work environment

> Showing initiative

> Encouraging others to do their best

> Generating enthusiasm for the tasks at hand

e Individuals can apply these leadership theories to

the work environments and improve performance,

as well as their potential for advancement

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