Schermerhorn - Chapter 111 Chapter 11 Leading -- To Inspire Effort Leadership is one of the 4...

Schermerhorn - Chapter 11 1

Chapter 11Leading -- To Inspire Effort

Leadership is one of the 4 Processes/Functions of Management

Planning Ahead– What is leadership?

– What are the important leadership models and theories?

– What are current directions in leadership development?

– What are the leadership “anchors” for dynamic times?


What is Leadership?

Leadership and Vision– Leadership

• process of inspiring others to work hard to accomplish important organizational tasks

– Visionary Leadership• someone who manages with a clear sense of the

future


What is Leadership?

Meeting the challenges of visionary leadership:– Challenge the process (TQM and Six Sigma, and

Lean Processes constantly challenge how we perform work processes.)

– Show enthusiasm

– Help others to act (Cultures that encourage supporting of coworkers help others to act.)

– Set the example

– Celebrate achievements (another cultural component)


Leadership is process of inspiring others to work hard to accomplish important organizational tasks.

Leadership and Power– Power is one way you could

get others to work hard for an organization

– Power is ability to get someone else to do what you want them to do. Use of power is sometimes not inspiring.


Types of Position Power

Position Power– Reward

• influence through rewards

– Coercive• influence through

punishment

– Legitimate• influence through authority

When a candidate gets elected they get legitimate power


Types of Personal Power

Personal Power– Expert

• influence through special expertise

– Referent• influence through

identification


The types of power that are likely to inspire workers to accomplish organizational goals are: Legitimate power Referent power Expert poser


Empowering people will help to make them leaders in the future. Leadership and Empowerment

– Empowerment• when employees feel powerful they are more

willing to make decisions and take action• process through which mangers enable and

help others to gain power and achieve influence within the organization.

• And therefore willing work towards the organization’s goals


How Leaders can Empower Others

– Involve others in selecting their work assignments and tasks

– Create an environment of cooperation, information sharing, discussions, and shared ownership of goals.

– Encourage others to take initiative, make decisions, and use their knowledge.

– Find out what others think and let them help design solutions.

– Give others the freedom to put their ideas and solutions into practice.

– Recognize successes and encourage high performance.


Leadership Models and Theories

1st model -- Leadership Traits – Managers wanted to find leadership traits and once they did, they could check potential managers for these traits and hire those who had traits.– desire to lead

– motivation

– honesty and integrity

– self-confidence

– intelligence and knowledge

– flexibility


A 2nd approach to leadership has to do with how people act. Do they focus more on the task or more on concern for workers.

Job-centered (task) type of leader.– plans and defines work

to be done• assigns task

responsibilities• sets clear work

standards• urges task completion• monitors results


Focus on Leadership Behaviors

– People Concerns Focus

– acts warm and supportive

• develops social rapport with workers

• respects their feelings

• sensitive to their needs

• shows trust in them



3rd Leadership theory is Fiedler’s Contingency Model– good leadership

depends on a match between leadership and situational demands

• least-preferred coworker scale (LPC)



Fiedler’s Contingency Model– Diagnosing situational control

• leader-member relations (good or poor)

• degree of task structure (high or low)

• amount of position (strong or weak)



Fiedler’s Contingency Model– Matching leadership style and situation

• task oriented leader is most successful– very favorable (high control)

– very unfavorable (low control)

• relationship oriented leader is most successful– moderate control situation



Hersey-Blanchard Situational Model– Leaders adjust their styles depending on the

readiness of their followers• readiness

– how able, willing and confident followers are to perform tasks



Hersey-Blanchard Leadership Styles– Delegating– Participating– Selling– Telling



Matching Hersey-Blanchard Leadership Styles to Follower Readiness– Delegating = high readiness– Participating = moderate to high readiness– Selling = low to moderate readiness– Telling = low readiness



House’s Path-Goal Leadership Theory– directive– supportive– achievement-oriented– participative



Substitutes for Leadership– Aspects of the work setting and the people

involved that can reduce the need for a leader’s personal involvement

Possible leadership substitutes:– Subordinate characteristics– Task characteristics– Organizational characteristics



Vroom-Jago leader-participation theory– Helps leaders choose the method of decision

making that best fits the nature of the problem situation.

– Alternative decision-making methods:• Authority decision

• Consultative decision

• Group decision



Vroom-Jago leader-participation theory– Use group-oriented and participative decision-

making methods when:• The leader lacks sufficient information to solve a

problem by himself/herself.

• The problem is unclear and help is needed to clarify the situation.

• Acceptance of the decision by others is important.

• Adequate time is available for true participation.



Vroom-Jago leader-participation theory– Use authority-oriented decision-making

methods when:• The leader has greater expertise to solve a problem.

• The leader is confident and capable of acting alone.

• Others are likely to accept the decision.

• Little or no time is available for discussion.


Directions in Leadership Development

What is Transformational Leadership?– Use of charisma and

related qualities to raise aspirations and shift people and organizational systems into new high-performance patterns


Directions in Leadership Development

Transactional Leadership– Use of tasks, rewards

and structures to help followers meet their needs while working to accomplish organizational objectives


Directions in Leadership Development Look at the qualities of transformational leaders and

decide if these qualities are distributed widely throughout the population.

Qualities of Transformational Leaders– vision– charisma– symbolism– empowerment– intellectual stimulation– integrity


Directions in Leadership Development Emotional Intelligence (EI)

– ability to understand and deal well with emotions at work

– threshold capabilities are technical or knowledge-based skills

– excellence in leadership depends on EI– can be learned


Trends in Leadership Development Gender and

Leadership– Women may be more

prone to democratic and participative behaviors

– Men may be more transactional


Leadership Anchors in Dynamic Times “Good Old-Fashioned”

Leadership– define and establish a sense of

mission– accept leadership as

responsibility rather than rank– earn and keep trust of others

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Schermerhorn - Chapter 111 Chapter 11 Leading -- To Inspire Effort Leadership is one of the 4...

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