Date post: | 15-Jan-2016 |
Category: |
Documents |
Upload: | britton-mosley |
View: | 217 times |
Download: | 0 times |
©2012 The McGraw-Hill Companies, Inc. All rights reserved.
ChapterChapter
99
Leadership and CultureLeadership and Culture
Learning Outcomes1. Define leadership, power and
authority
2. Discuss leadership as it relates to management
3. Explain leadership attitudes
Learning Outcomes
4. Describe the differences between a Theory X and Theory Y manager.
5. Explain the differences between transactional, transformational and charismatic leadership styles.
6. Identify strategies for effectively managing corporate culture.
Power, Authority and Leadership
Power• A measure of a person’s potential to get
others to do what he or she wants them to do
• Also to avoid being forced by others to do what he or she does not want to do
Power, Authority and Leadership
Sources of Power• Organizational– Ability to reward or punish– Comes from position
• Personal– Expert: skills, knowledge– Referent: personal characteristics
Power, Authority and Leadership
Authority– The right to issue directives and expend
resources–Related to power but is narrower in scope– Function of position
Power, Authority and Leadership
• A person can have power without formal authority
• Authority decreases if coercive power and reward power decreases
Leadership
The ability to influence people to willingly follow
Informal leader: combine referent and expert power
Leadership vs. Management
• Not the same, but not entirely different• Leadership means creating a vision of the
future and enlisting support from employees
• Management is the process of planning, organizing, staffing, motivating and controlling through formal authority
Leader Attitudes
Douglas McGregor• Theory X – Authoritarian style of leadership
• Theory Y– Democratic or laissez-faire style of leadership
• Self-fulfilling prophecy– The idea that you get what you expect– If manager’s expectations are high, they may get better
results; if expectations are low, productivity is likely to be low
Classifying Leader Types
Study leadership as traits or behaviors• Trait theory– Refers to the characteristics the leader possesses– Research is not consistent
• Behaviors refer to what the leader does
Leadership Styles
• Autocratic– Makes most of the decisions for the group
• Laissez-faire– Allows people within the group to make all of the
decisions• Democratic– Guides and encourages the group to make
decisions
Ohio State Studies
Study to determine what a successful leader does• Created the Leader Behavior Description
Questionnaire– Questionnaire created based on this question– Shows that consideration (showing concern) and
initiating structure (directing group toward goals) were the two most important behaviors
– Leaders who score high on consideration have happier employees
– Relationship between consideration and leader effectiveness depends on the type of group
University of Michigan Studies
• Tried to discover principles that contributed to productivity of group and member satisfaction
• The manager characteristics of a high producing group:– General rather than close supervision– Employees have some authority and responsibility– Managers spend more time supervising– Employee-oriented rather than production-
oriented
More Leadership Studies: Renesis Likert Study
• Four styles of leadership1. Exploitative authoritative2. Benevolent authoritative3. Consultative4. Participative
Managerial Grid
• Developed by Robert Blake and Jane Mouton• Ratings from a questionnaire are based on
level of concern of employee and concern for production
• Identified the following styles:– Authority-obedience– Country club management– Team management– Impoverished management
Contingency Approach:Fred Fiedler
• The study of use of different styles in different situations– Task- or relationship-oriented leader
• Considerations in knowing which style to use– Leader member relations: degree that others trust
and respect the leader– Task structure: how structured is the job task– Position power: influence associated with the job
Path-Goal Theory of Leadership
• Attempts to define the relationships between a leader’s behavior and the subordinates’ performance and work activities
• Leader’s behavior falls into types:– Role classification leadership– Supportive leadership– Participative leadership– Autocratic leadership
• Each leadership behavior results in different levels of performance and satisfaction
Situational Leadership Theory:Paul Henry & Kenneth Blanchard
• Maturity of followers should be a consideration in leadership style
• The amount of structure should be related to the amount of experience the employee has
Classifying Leader Types
• Transactional– Leaders tell employees what to do, take corrective
action if they don’t do it
• Transformational– Cultivating employee acceptance of the group
mission– Encouragement– Inspiration
Classifying Leader Types
• Charismatic – Leaders and followers develop a relationship
based on personality of leader– Usually involves heroic feats on the part of the
leader
Lessons from Leadership Studies
• The selection process can’t be developed to accurately predict successful leaders
• Complications: changing nature of managerial roles
• Most leadership training assumes 1 best way to lead– In reality, leadership is situational– Range of techniques are needed
Managing Corporate Culture
• Culture definition: The set of important understandings that members of a community share in common
• Corporate culture: The way things are done, often unspoken/written
Culture Components
• History– The way things have always been done
• Environment– The mission and goals created and how imbedded
they are into the way things are done• Staffing– The values and personalities of those who are
hired influence culture– How do people “fit”
Culture Components
• Entry socialization– A new employee is most likely to challenge the
culture– Refers to how well a new employee is accepting of
the culture• Strong and weak cultures– A strong culture is clearly defined– In a weak culture, individuals act in ways that are
inconsistent with the company values
Corporate Culture
• Characteristics of corporate culture– Individual autonomy– Structure– Support– Identification– Performance reward– Conflict tolerance– Risk tolerance
Types of Cultures
• Tough person, macho culture– Individualists who take high risks and get quick
feedback– Not much cooperation– Don’t learn from mistakes– Competition
Types of Cultures
• Work hard, play hard culture– Activity is key to success– Rewards accrue to persistence and ability to find a
need and fill it– Value volume and people who are outgoing thrive
Types of Cultures
• Bet your company culture– Requires big-stakes decisions– Lots of time passes before results are known– Pressure to make the right decision always present
Types of Cultures
• Process culture– Low risk with little feedback– Employees focus on how things are done rather
than outcomes• Subcultures– Exist in every organization – Global companies have a variety of subcultures
Cultural Change
• Takes 6-15 years• Change is needed if:– Organization has strong values that do not fit in the
changing environment– Competitive industry– Organization is mediocre– If the company is joining the ranks of a very large
company– The organization is small but growing rapidly
• Time and money involved in changing culture