© Prentice Hall, 2002 15 - 1 Modern Management 9 th edition.

© Prentice Hall, 2002 15 - 1

Modern Management9th edition

.


Objectives

• A working definition of leadership

• An understanding of the relationship between leading and managing

• An appreciation for the trait and situational approaches to leadership

• Insights into using leadership theories that emphasize decision-making situations

• Insights into using leadership theories that emphasize more general organizational situations

• An understanding of alternatives to leader flexibility

• An appreciation of emerging leader styles and leadership issues of today

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DEFINING LEADERSHIP

Leader Versus Manager

A manager makes sure that job gets done

A leader cares about and focuses on people who do job

To combine management and leadership requires:

Demonstrating calculated and logical focus

Genuine concern for workers as people

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DEFINING LEADERSHIP

Figure 15.1The most effective managers over the long term are also leaders

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THE TRAIT APPROACH TO LEADERSHIP

Leaders are born not made

Early study summarized these traits for successful leaders:

1. Intelligence, including judgment and verbal ability

2. Past achievement in scholarship and athletics

3. Emotional maturity and stability

4. Dependability, persistence, and drive for continuing achievement

5. The skill to participate socially and adapt to various groups

6. A desire for status and socioeconomic position

Leaders are made not born

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THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR

SL = f ( L, F, S )

where

SL is successful leadership

f stands for function of

L, F, and S are

Leader

Follower

Situation.



Leadership Situations and Decisions

The Tannenbaum and Schmidt Leadership Continuum1. The manager makes the decision and announces it

(a) identifies problem(b) analyzes alternatives(c) chooses alternative(d) requires followers to implement alternative

2. The manager “sells” the decision

3. The manager presents ideas and invites questions

4. The manager presents a tentative decision that is subject to change

5. The manager presents the problem, gets suggestions, and then makes the decision

6. The manager defines the limits and asks the group to make a decision

7. The manager permits the group to make decisions within prescribed limits

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Figure 15.2Continuum of leadership behavior that emphasizes decision making

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Leadership Situations and Decisions (con’t)Determining How to Make Decisions as a Leader

1. Forces in the Manager•Manager’s values •Personal leadership

strengths•Level of confidence in subordinates •Tolerance for ambiguity

2. Forces in Subordinates•High need for independence

•Readiness for decision making•High tolerance for ambiguity•Interest in problem and solving it•Understand and identify with organization’s goals•Necessary knowledge and experience to deal with problem•Expect to share in decision making

3. Forces in the Situation•Type of organization leader works •Problem to be solved

•Effectiveness of group •Time available to make a decision

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Leadership Situations and Decisions (con’t)

Determining How to Make Decisions as a Leader: An UpdateAffirmative actionPollution control

The Vroom-Yetton-Jago Model1. Organizational decisions should be of high quality2. Subordinates should accept and be committed to decisions that are made

Decision StylesAutocraticConsultativeGroup-focused

Using the ModelLeader starts at left of decision tree stating organizational problemLeader asks questions determined by tree until arriving at decision style at right

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Figure 15.3The five decision styles available to a leaderaccording to the Vroom-Yetton-Jago Model

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Figure 15.4The Vroom-Yetton-Jago Model

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Leadership BehaviorsThe OSU Studies

Structure behaviorConsideration behaviorLeadership Style

The Michigan StudiesJob-Centered Behavior

Employee-Centered Behavior

Effectiveness of Various Leadership StylesComparing Styles

The Hersey-Blanchard Life Cycle Theory of LeadershipMaturity

The Life Cycle ModelExceptions to the ModelApplying Life Cycle Theory

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Figure 15.5Four fundamental leadership styles based onstructure behavior and consideration behavior

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Figure 15.6The life cycle theory of leadership model

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Leadership Behaviors (con’t)Fiedler’s Contingency Theory

Changing the Organization to Fit the LeaderLeader–member relations

Task structurePosition power

Fiedler's suggestions for actions to modify the leadership situation:1. Change the individual’s task assignment

2. Change the leader’s position power3. Change the leader–member relations in this group

The Path-Goal Theory of LeadershipLeadership Behavior

1. Directive behavior2. Supportive behavior3. Participative behavior4. Achievement behavior

Adapting Behavior to Situations.



Table 15.1Eight Combinations, or Octants, of Three Factors:

Leader-Member Relations, Task Structure, and Leader Position Power

Octant Leader–Member Relations Task Structure Leader Position PowerI Good High StrongII Good High WeakIII Good Weak StrongIV Good Weak WeakV Moderately poor High StrongVI Moderately poor High WeakVII Moderately poor Weak StrongVIII Moderately poor Weak Weak

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Figure 15.7How effective leadership style varies with Fiedler’s eight octants

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LEADERSHIP TODAY

Organizations emphasize leadership styles that:Concentrate on getting employees involved in the organization

Giving them the freedom to use their abilities as they think best

Transformational LeadershipThe Tasks of Transformational Leaders

CoachingCoaching Behavior

Listens closelyGives emotional supportShows by example what constitutes appropriate behavior

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LEADERSHIP TODAY

Figure 15.8Characteristics of the emerging leader versus

characteristics of the manager

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LEADERSHIP TODAY

Table 15.2 Characteristics of an Effective Coach

Trait, Attitude, or Behavior Action Plan for Improvement1. Empathy (putting self in other person’s shoes) Sample: Will

listen and understand person’s point of view.2. Listening skill Sample: Will

concentrate extra-hard on listening.3. Insight into people (ability to size them up) Sample: Will

jot down observations about people on first meeting, then verify in the future.

4. Diplomacy and tact Sample: Will study book of etiquette.

5. Patience toward people Sample: Will practice staying calm when someone makes a mistake.

6. Concern for welfare of people Sample:When interacting with another person, will ask myself,“How can this person’s interests best be served?”

7. Minimum hostility toward people Sample: Will often ask myself, “Why am I angry at this person?”

8. Self-confidence and emotional stability Sample: Will attempt to have at least one personal success each week.

9. Noncompetitiveness with team members Sample: Will keep reminding myself that all boats rise with the same tide.

10. Enthusiasm for people Sample: Will search for the good in each person.

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LEADERSHIP TODAY

Superleadership

Teaches followers to:

Think on their own and act constructively and independently

Replace negative thoughts and beliefs with positive

Build self-confidence

Entrepreneurial Leadership

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LEADERSHIP TODAY

Figure 15.9Various combinations of transformational, coaching,superleader, and entrepreneurial leadership styles

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CURRENT TOPICS IN LEADERSHIP

Substitutes for LeadershipLeader's input canceled by

characteristics of subordinates or organization

Women as LeadersNumbers increasing

Glass ceiling

Ways Women LeadFormerly modeled on successful male managers

Today it's described as transformational.


Chapter Fifteen

Questions

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