Lesson 7 leadership

Instructor: LTT Xuan 7Behavioural Theories of Leadership Propose that specific behaviours differentiate leaders from non-leaders • Initiating Structure: job-oriented leadership behavior

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Lesson 8

Instructor: LTT Xuan 1

1

1 Define leader and leadership.

2 Compare and contrast early theories of leadership.

3 Describe the three major contingency theories of

leadership.

§ Develop your skill at choosing an effective leadership

style.

4 Describe contemporary views of leadership.

5 Discuss contemporary issues affecting leadership.

§ Know how to prepare for an effective transition to a

leadership position.

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Who Are Leaders and

What Is Leadership?

• Leader someone who can influence

others and who has managerial

authority

• Leadership – what leaders do; the

process of influencing a group to

achieve goals

• Ideally, all managers should be

leaders

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Distinguishing Leadership From Managership

Managership

1 Engages in day-to-day caretaker activities:

Maintains and allocates resources

2 Exhibits supervisory behaviour: Acts to make

others maintain standard job behaviour

3 Administers subsystems within organizations

4 Asks how and when to engage in standard

practice

5 Acts within established culture of the

organization

6 Uses transactional influence: Induces

compliance in manifest behaviour using rewards,

sanctions, and formal authority

7 Relies on control strategies to get things done by

subordinates

Leadership

1 Formulates long-term objectives for reforming the system: Plans strategy and tactics

2 Exhibits leading behaviour: Acts to bring about change in others congruent with long-term objectives

3 Innovates for the entire organization

4 Asks what and why to change standard practice

5 Creates vision and meaning for the organization

6 Uses transformational influence: Induces change in values, attitudes, and behaviour using personal examples and expertise

7 Uses empowering strategies to make followers internalize values

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Trait: characteristics of the

person

Ø Physical Characteristics

Ø Abilities

Ø Personality Traits

07 Traits consistently associated

with leadership

Drive

The desire to lead

Honesty and integrity

Self-confidence

Intelligence

Job-relevant knowledge

Extra version

Earlier leadership theories

5

Trait Theories - Emotional Intelligence and Leadership

• EI is the best predictor of who will emerge

as a leader

• IQ and technical skills are “threshold

capabilities.”

• They’re necessary but not sufficient

requirements for leadership

• Leaders need: awareness,

self-management, self-motivation, empathy,

and social skills to become a star

performer

• These are the components of EI

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Behavioural Theories of Leadership

Propose that specific behaviours differentiate leaders from

non-leaders

• Initiating Structure: job-oriented leadership behavior that

managers engage in to ensure that work gets done,

subordinates perform their jobs acceptably, and the

organization is efficient and effective

(e.g., task-orientation, work-orientation,

production-orientation)

• Consideration: employee-centered leadership behavior

indicating that a manager trusts, respects, and cares about

subordinates

(employee needs and concerns)

• Both behaviors are independent; managers can be high or

low on both behaviors

Leaders can

be made

7

Behavioural

Theories of

Leadership

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Theories of

Leadership

9

Behavioural

Theories of

Leadership

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when examining leadership

• Fiedler Contingency Model

• Hersey and Blanchard’s Situational Theory

• Path-Goal Theory

• Substitutes for Leadership

Contingency leadership theories

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Fiedler

model

• Fieldler contingency model – a leadership theory

proposing that effective group performance depends on the proper match between a leader’s style and the degree

to which the situation allows the leader to control and influence

• Leader-member relations – the degree of confidence,

trust, and respect employees had for their leader; rated as either good or poor

• Task structure – the degree to which job assignments

were formalized and structured; rated as either high or low

• Position power – the degree of influence a leader had

over activities such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak

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Fiedler

model

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Path-Goal

model

• Directive

• Informs subordinates of expectations, gives guidance, shows how to do tasks

• Supportive

• Friendly and approachable, shows concern for status, well-being and needs of subordinates

• Participative

• Consults with subordinates, solicits suggestions, takes suggestions into consideration

• Achievement oriented

• Sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in highest motivations of employees

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Path-Goal

model

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1

4

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Th ấ p

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Freshman Junior Senior Expert

Directive

Supportive Participative

Achievement oriented

Concern for productivity

Employee development

High

Low

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Path-Goal

model

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Path-Goal

model

e.g., good pay, job security, interesting work, and autonomy

to do one’s job, etc

they perform well

Let individuals know what they need to do to receive rewards (the path to the goal)

Remove barriers that prevent high performance

Express confidence that individuals have the ability to perform well

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Can you

be a

better

follower?

• All organizations have far more followers than leaders, so ineffective followers may be more of a handicap to an organization than ineffective leaders

• What qualities do effective followers have?

• They manage themselves well

• They are committed to a purpose outside themselves

• They build their competence and focus their efforts for maximum impact

• They are courageous, honest, and credible

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Characteristics of Transactional Leaders

Contingent Reward

Contracts exchange of rewards for effort,

promises rewards for good performance,

recognizes accomplishments

Management by Exception (active)

Watches and searches for deviations from

rules and standards, takes corrective action

Management by Exception (passive):

Intervenes only if standards are not met

Laissez-Faire Leader:

Abdicates responsibilities, avoids making

Contemporary views of leadership

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Characteristics of Transformational Leaders

• Charisma

• Provides vision and sense of mission, instills

pride, gains respect and trust

• Inspiration

• Communicates high expectations, uses

symbols to focus efforts, expresses important

purposes in simple ways

• Intellectual Stimulation

• Promotes intelligence, rationality, and careful

problem-solving

• Individualized Consideration

• Gives personal attention, treats each

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Team

Leadership

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Self-Management

practices

• I plan out my day before beginning to work

• I try to schedule my work in advance

• I plan my career carefully

• I come to work early to plan my day

• I use lists and agendas to structure my workday

• I set specific job goals on a regular basis

• I set daily goals for myself

• I try to manage my time

• I control the access subordinates have to me in order to get

my work done

• I use a special place at work where I can work uninterrupted

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Self-Management

practices

• Catch-up activities

• I come in early or stay late at work to prevent distractions from interfering with my work

• I take my work home with me to make sure it get done

• I come in on my days off to catch up on my work

• I have learned to manage my aggressiveness with my subordinates

• My facial expression and conversational tone are important in dealing with subordinates

• It is important for me to maintain a “professional” manager-subordinate relationship

• I try to keep my emotions under control

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Benefits of Leading Without Authority

• Latitude for creative deviance

• Easier to raise questions

• Issue focus

• Freedom to focus on single issue, rather than

many issues

• Frontline information

• Often closer to the people who have the

information

Contemporary Issues in Leadership

• Is there a Moral Dimension to Leadership?

• Gender: Do Males and Females Lead Differently?

• Cross-Cultural Leadership

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The Moral Foundation of Leadership

• Truth telling

• Telling the truth as you see it, because it allows for a mutual, fair exchange to

occur

• Promise keeping

• Leaders need to be careful of the commitments they make, and then careful of

keeping those promises

• Fairness

• This ensures that followers get their fair share for their contributions to the

organization

• Respect for the individual

• Telling the truth, keeping promises, and being fair all show respect for the

individual Respect means treating people with dignity

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Leadership Issues in the 21st Century

- Managing power (5 types of power)

- Developing trust (Credibility, Trust, …)

- Empowering employees

- Leading across cultures

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Cross-Cultural

Leadership

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Becoming

an effective

leader

individuals who are high self-monitors than those who are low self-monitors.

are more receptive to leadership development opportunities.

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