7/30/2019 Lecture 9 - Leading and Leadership
1/48
Lecture - 9
Leading and Leadership Development
In Management
15.12.2012
7/30/2019 Lecture 9 - Leading and Leadership
2/48
What we shall discuss
What is the nature of leadership?
What are the important leadership traits
and behaviors?What are the contingency theories of
leadership?
What are some current issues in
leadership development?
2
7/30/2019 Lecture 9 - Leading and Leadership
3/48
What is the nature of leadership?
Leadership.O The process of inspiring others to work hard
to accomplish important tasks.
Contemporary leadership challenges:O Shorter time frames for accomplishing things.
O Expectations for success on the first attempt.
O Complex, ambiguous, and multidimensional
problems.O Taking a long-term view while meeting short-
term demands.
3
7/30/2019 Lecture 9 - Leading and Leadership
4/48
Leading viewed in relationship to the other
management functions
4
7/30/2019 Lecture 9 - Leading and Leadership
5/48
What is the nature of leadership?
Power.
O Ability to get someone else to do something you
want done or make things happen the way you
want.
Power should be used to influence and
control others for the common good rather
seeking to exercise control for personal
satisfaction. Two sources of managerial power:
O Position power.
O Personal power. 5
7/30/2019 Lecture 9 - Leading and Leadership
6/48
What is the nature of leadership?
Position power.O Based on a managers official status in the
organizations hierarchy of authority.
Sources of position power:O Reward power.
O Capability to offer something of value.
O Coercive power.
O Capability to punish or withhold positiveoutcomes.
O Legitimate power.O Organizational position or status confers the
right to control those in subordinate positions.
6
7/30/2019 Lecture 9 - Leading and Leadership
7/48
What is the nature of leadership?
Personal power.
O Based on the unique personal qualities that a
person brings to the leadership situation.
Sources of personal power:
O Expert power.
O Capacity to influence others because of ones
knowledge and skills.
O Referent power.O Capacity to influence others because they
admire you and want to identify positively with
you.
7
7/30/2019 Lecture 9 - Leading and Leadership
8/48
Sources of position power and personal power used
by managers.
8
7/30/2019 Lecture 9 - Leading and Leadership
9/48
What is the nature of leadership?
Visionary leadership.
O Vision
O A future that one hopes to create or achievein order to improve upon the present state of
affairs.
O Visionary leadership
O A leader who brings to the situation a clear
and compelling sense of the future as well asan understanding of the actions needed to
get there successfully.
9
7/30/2019 Lecture 9 - Leading and Leadership
10/48
What is the nature of leadership?
Meeting the challenges of visionary
leadership:
O Challenge the process.O Show enthusiasm.
O Help others to act.
O Set the example.
O Celebrate achievements.
10
7/30/2019 Lecture 9 - Leading and Leadership
11/48
What is the nature of leadership?
Servant leadershipO Commitment to serving others.
O Followers more important than leader.
O Other centered not self-centered.
O Power not a zero-sum quantity.
O
Focuses on empowerment, not power.
11
7/30/2019 Lecture 9 - Leading and Leadership
12/48
What is the nature of leadership?
Servant Leadership and empowerment.
O Empowerment.
O The process through which managers enable
and help others to gain power and achieve
influence.
O Effective leaders empower others by providing
them with:
O Information.
O Responsibility.
O Authority.
O Trust.
12
7/30/2019 Lecture 9 - Leading and Leadership
13/48
What are the important leadership traits and
behaviors?
Traits that are important for leadershipsuccess:O Drive
O Self-confidence
O Creativity
O Cognitive ability
O Business knowledge
O MotivationO Flexibility
O Honesty and integrity
13
7/30/2019 Lecture 9 - Leading and Leadership
14/48
What are the important leadership traits and
behaviors?
Leadership behavior
O Leadership behavior theories focus on how
leaders behave when working with followers.
O Leadership styles are recurring patterns of
behaviors exhibited by leaders.
O Basic dimensions of leadership behaviors:
O Concern for the task to be accomplished.
O Concern for the people doing the work.
14
7/30/2019 Lecture 9 - Leading and Leadership
15/48
What are the important leadership traits and
behaviors?
15
Task concerns
O Plans and defines workto be done.
O Assigns taskresponsibilities.
O Sets clear workstandards.
O Urges task completion.
O Monitors performanceresults.
People concerns
O Acts warm and
supportive toward
followers.
O Develops social rapport
with followers.
O Respects the feelings of
followers.
O Is sensitive to followers
needs.
O Shows trust in followers.
7/30/2019 Lecture 9 - Leading and Leadership
16/48
What are the important leadership traits and
behaviors?
Blake and Mouton Leadership GridO Team management.
O High task concern; high people concern.
O Authority-obedience management.O High task concern; low people concern.
O Country club management.
O High people concern; low task concern.
O Impoverished management.
O Low task concern; low people concern.
O Middle of the road management.O Non-committal for both task concern and
people concern.
16
7/30/2019 Lecture 9 - Leading and Leadership
17/48
Managerial styles in Blake and Moutons Leadership
Grid.
17
7/30/2019 Lecture 9 - Leading and Leadership
18/48
What are the important leadership traits and
behaviors?Classic leadership styles:
O Autocratic style.
O Emphasizes task over people, keeps authority andinformation within the leaders tight control, and acts in a
unilateral command-and-control fashion.O Laissez-faire style.
O Shows little concern for task, lets the group makedecisions, and acts with a do the best you can and dontbother me attitude.
O Democratic style.O Committed to task and people, getting things done while
sharing information, encouraging participation in decisionmaking, and helping people develop skills andcompetencies. 18
7/30/2019 Lecture 9 - Leading and Leadership
19/48
What are the contingency theories of leadership?
Fiedlers Contingency Model.
O Good leadership depends on a match between
leadership and situational demands.
O Determining leadership style:
O Low LPC (Least preferred coworker) task-motivated
leaders.
O High LPC relationship-motivated leaders.
O Leadership is part of ones personality, and thereforerelatively enduring and difficult to change.
O Leadership style must be fit to the situation.
19
7/30/2019 Lecture 9 - Leading and Leadership
20/48
What are the contingency theories of leadership?
Fiedlers contingency model (cont.).
O Diagnosing situational control:
O Quality of leader-member relations (good or poor).
O Degree of task structure (high or low).O Amount of position power (strong or weak).
O Task oriented leaders are most successful in:
O Very favorable (high control) situations.
O Very unfavorable (low control) situations.
O Relationship-oriented leaders are most successful in:
O Situations of moderate control.
20
7/30/2019 Lecture 9 - Leading and Leadership
21/48
Matching leadership style and situation: summarypredictions from Fiedlers contingency theory.
21
7/30/2019 Lecture 9 - Leading and Leadership
22/48
What are the contingency theories of leadership?
Hersey-Blanchard situational leadership
model.
O Leaders adjust their styles depending on
the readiness of their followers to perform
in a given situation.
O Readiness how able, willing and confident
followers are in performing tasks.
22
7/30/2019 Lecture 9 - Leading and Leadership
23/48
Leadership implications of the Hersey-Blanchardsituational leadership model.
23
7/30/2019 Lecture 9 - Leading and Leadership
24/48
What are the contingency theories of leadership?
Hersey-Blanchard leadership styles:
O Delegating.
O Low-task, low-relationship style.
O Works best in high readiness-situations
O Participating.
O Low-task, high-relationship style.
O Works best in low- to moderate-readiness
situations.
24
7/30/2019 Lecture 9 - Leading and Leadership
25/48
What are the contingency theories of leadership?
Hersey-Blanchard leadership styles:
O Selling.
O High-task, high-relationship style.
O Work best in moderate- to high-readiness
situations.
O Telling.
O High-task, low-relationship style.
O Work best in low-readiness situations.
25
7/30/2019 Lecture 9 - Leading and Leadership
26/48
What are the contingency theories of leadership?
Houses path-goal leadership theory.
O Effective leadership deals with the pathsthrough which followers can achieve goals.
O Leadership styles for dealing with path-goal relationships:
O Directive leadership.
O Supportive leadership.
O Achievement-oriented leadership.
O Participative leadership.
26
7/30/2019 Lecture 9 - Leading and Leadership
27/48
Contingency relationships in the path-goal
leadership theory.
27
7/30/2019 Lecture 9 - Leading and Leadership
28/48
What are the contingency theories of leadership?
Houses leadership styles:O Directive leadership.
O Communicate expectations.
O Give directions.O Schedule work.
O Maintain performance standards.
O Clarify leaders role.
O Supportive leadership.
O Make work pleasant.
O Treat group members as equals.O Be friendly and approachable.
O Show concern for subordinates well-being.
28
7/30/2019 Lecture 9 - Leading and Leadership
29/48
What are the contingency theories of leadership?
Houses leadership styles:O Achievement-oriented leadership.
O Set challenging goals.
O Expect high performance levels.O Emphasize continuous improvement.
O Display confidence in meeting highstandards.
O Participative leadership.O
Involve subordinates in decision making.O Consult with subordinates.
O Ask for subordinates suggestions.
O Use subordinates suggestions.
29
7/30/2019 Lecture 9 - Leading and Leadership
30/48
What are the contingency theories of leadership?
When to use Houses leadership styles:
O Use directive leadership when jobassignments are ambiguous.
O Use supportive leadership when workerself-confidence is low.
O Use participative leadership whenperformance incentives are poor.
O Use achievement-oriented leadershipwhen task challenge is insufficient.
30
7/30/2019 Lecture 9 - Leading and Leadership
31/48
What are the contingency theories of leadership?
Substitutes for leadership.
O Aspects of the work setting and the people
involved that can reduce the need for aleaders personal involvement.
O Possible leadership substitutes:
O Subordinate characteristics.
O Task characteristics.O Organizational characteristics.
31
7/30/2019 Lecture 9 - Leading and Leadership
32/48
What are the contingency theories of leadership?
Vroom-Jago leader-participation theory.
O Helps leaders choose the method of decision
making that best fits the nature of the problem
situation.O Basic decision-making choices:
OAuthority decision.
O Consultative decision.
O Group decision.
32
7/30/2019 Lecture 9 - Leading and Leadership
33/48
Leadership implications of Vroom-Jago leader-participation model.
33
7/30/2019 Lecture 9 - Leading and Leadership
34/48
What are the contingency theories of leadership?
Decision-making options in the Vroom-Jago
leader-participation theory:
O Decide alone.
O Consult individually.
O Consult with group.
O Facilitate.
O Delegate.
34
7/30/2019 Lecture 9 - Leading and Leadership
35/48
What are the contingency theories of leadership?
Contingency factors in the Vroom-Jago leader-
participation theory:
O Decision quality.
O Who has the information needed for problem solving.
O Decision acceptance.
O Importance of subordinate acceptance to eventual
implementation.
O Decision time.
O Time available to make and implement the decision.
35
7/30/2019 Lecture 9 - Leading and Leadership
36/48
What are the contingency theories of leadership?
According to Vroom-Jago leader-participation theory, a leader should useauthority-oriented decision methods
whenO The leader has greater expertise to solve a
problem.
O The leader is confident and capable of actingalone.
O Others are likely to accept and implementthe decision.
O Little or no time is available for discussion.
36
7/30/2019 Lecture 9 - Leading and Leadership
37/48
What are the contingency theories of leadership?
According to Vroom-Jago leader-
participation theory, a leader should use
group-oriented and participative decision
methods when
O the leader lacks sufficient information to solve a
problem by himself/herself.
O the problem is unclear and help is needed to
clarify the situation.
O acceptance of the decision and commitment by
others is necessary for implementation.
O adequate time is available for true participation.
37
7/30/2019 Lecture 9 - Leading and Leadership
38/48
What are the contingency theories of leadership?
Benefits of participative decision
methods:
O
Help improve decision quality.O Help improve decision acceptance.
O Helps develop leadership potential.
Potential disadvantages of participative
decision methods:O Lost efficiency.
O Not particularly useful when problems must
be solved immediately.38
7/30/2019 Lecture 9 - Leading and Leadership
39/48
What are current issues in leadership development?
Superleaders.
O Persons whose vision and strength of personality have
an extraordinary impact on others.
Charismatic leaders.
O Develop special leader-follower relationships and
inspire others in extraordinary ways.
39
7/30/2019 Lecture 9 - Leading and Leadership
40/48
What are current issues in leadership development?
Transactional leadership
O Someone who directs the efforts of others through
tasks, rewards, and structures
Transformational leadership
O Someone who is truly inspirational as a leader and who
arouses others to seek extraordinary performance
accomplishments.
40
7/30/2019 Lecture 9 - Leading and Leadership
41/48
What are current issues in leadership
development?
Characteristics of transformational
leaders:
O Vision.O Charisma.
O Symbolism.
O Empowerment.
O Intellectual stimulation.
O Integrity.
41
7/30/2019 Lecture 9 - Leading and Leadership
42/48
What are current issues in leadership development?
Emotional intelligence.
O The ability of people to manage themselves and theirrelationships effectively.
O
Components of emotional intelligence:O Self-awareness.
O Self-regulation.
O Motivation.
O
Empathy.O Social skill.
42
7/30/2019 Lecture 9 - Leading and Leadership
43/48
What are current issues in leadership development?
Gender and leadership.
O Both women and men can be effective leaders.
O Women tend to use interactive leadership.
OA style that shares qualities with
transformational leadership.O Men tend to use transactional leadership.
O Interactive leadership provides a good fit with thedemands of a diverse workforce and the newworkplace.
43
7/30/2019 Lecture 9 - Leading and Leadership
44/48
What are current issues in leadership development?
Gender and leadership
O Future leadership success will depend on a
persons capacity to lead through:
O Openness.O Positive relationships.
O Support.
O Empowerment.
44
7/30/2019 Lecture 9 - Leading and Leadership
45/48
What are current issues in leadership
development?Druckers old-fashioned leadership.
O Leadership is more than charisma; it is good old-
fashioned hard work.
O
Essentials of old-fashioned leadership:O Defining and establishing a sense of mission.
O Accepting leadership as a responsibility rather than a
rank.
O Earning and keeping the trust of others.
45
7/30/2019 Lecture 9 - Leading and Leadership
46/48
What are current issues in leadership
development?
Moral leadership.O Ethical leadership adheres to moral
standards meeting the test of good rather
than bad and right rather than wrong.O All leaders are expected to maintain high
ethical standards.
O Long-term, sustainable success requiresethical behavior.
O Integrity involves the leaders honesty,credibility, and consistency in putting valuesinto action.
46
7/30/2019 Lecture 9 - Leading and Leadership
47/48
What are current issues in leadership
development?
Moral leadershipO Leaders with integrity earn the trust of their
followers.
O Leaders have a moral obligation to buildperformance capacities by awakening peoplespotential.
O Authentic leadership activates performancethrough the positive psychological states ofconfidence, hope, optimism, and resilience.
O Authentic leadership helps in clearly framing andresponding to moral dilemmas, and serving asethical role models.
47
7/30/2019 Lecture 9 - Leading and Leadership
48/48
Thanks