1. CHAPTER 9: LEADING © John Wiley & Sons Canada, Ltd. John R. Schermerhorn, Jr., Barry Wright, and Lorie Guest Business Leadership: Management Fundamentals John R. Schermerhorn, Jr., Barry Wright, and Lorie Guest

2. INTRODUCTION Are leaders born or made? Explain. https://www.youtube.com/watch?v=_4Vs_n85sCs

3. Leadership: – The process of inspiring others to work hard to accomplish important tasks Contemporary leadership challenges: – Shorter time frames for accomplishing things – Expectations for success on the first attempt – Complex, ambiguous, and multidimensional problems – Taking a long-term view while meeting short-term demands © John Wiley & Sons Canada Ltd. THE NATURE OF LEADERSHIP

4. © John Wiley & Sons Canada Ltd. FIGURE 9.1 LEADERSHIP IN RELATION TO THE OTHER MANAGEMENT FUNCTIONS

5. Power: – The ability to get someone else to do something you want done or make things happen in the way you want Power should be used to influence and control others for the common good rather than seeking to exercise control for personal satisfaction Two sources of managerial power: – Position power – Personal power © John Wiley & Sons Canada Ltd. LEADERSHIP AND POWER

6. Position power: – Based on a manager’s official status in the organization’s hierarchy of authority Sources of position power: – Reward power: Capable of offering something of value – Coercive power: Capable of delivering punishment or withholding positive outcomes – Legitimate power: Organizational position or status confers the right to control those in subordinate positions https://www.youtube.com/watch?v=SgBiUNTG4TM © John Wiley & Sons Canada Ltd. LEADERSHIP AND POWER (CONT’D)

7. Personal power: – Based on the unique personal qualities that a person brings to a leadership situation Sources of personal power: – Expert power: Capacity to influence others because of one’s knowledge and skills – Referent power: Capacity to influence others because they admire you and want to identify positively with you © John Wiley & Sons Canada Ltd. LEADERSHIP AND POWER (CONT’D)

8. © John Wiley & Sons Canada Ltd. FIGURE 9.2 SOURCES OF POSITION POWER AND PERSONAL POWER USED BY MANAGERS

9. Vision: –A future that one hopes to create or achieve in order to improve upon the present state of affairs Visionary Leadership: –A leader who brings a clear and compelling sense of the future to any situation, as well as an understanding of the actions needed to get there successfully © John Wiley & Sons Canada Ltd. LEADERSHIP AND VISION

10. Meeting the challenges of visionary leadership: – Challenge the process – Show enthusiasm – Help others to act – Set the example – Celebrate achievements © John Wiley & Sons Canada Ltd. LEADERSHIP AND VISION (CONT’D)

11. © John Wiley & Sons Canada Ltd. WHAT DO YOU THINK IT TAKES TO BE A GOOD LEADER?

12. – Drive – Self-confidence – Creativity – Cognitive ability – Business knowledge – Motivation – Flexibility – Honesty and integrity © John Wiley & Sons Canada Ltd. LEADERSHIP TRAITS

13. Leadership behaviour theories focus on how leaders behave when working with followers Leadership styles are recurring patterns of behaviours exhibited by leaders Basic dimensions of leadership behaviours: –Concern for the task to be accomplished –Concern for the people doing the work © John Wiley & Sons Canada Ltd. LEADERSHIP BEHAVIOURS

14. © John Wiley & Sons Canada Ltd. TWO DIMENSIONS OF LEADERSHIP Task Concerns: Plans and defines work to be done Assigns task responsibilities Sets clear work standards Urges task completion Monitors performance results People Concerns: Acts warm and supportive toward followers Develops social rapport with followers Respects the feelings of followers Is sensitive to followers’ needs Shows trust in followers

15. Team management: –High task concern; high people concern Authority-obedience management: –High task concern; low people concern Country club management: –High people concern; low task concern Impoverished management: –Low task concern; low people concern Middle of the road management: –Non-committal for both task concern and people concern © John Wiley & Sons Canada Ltd. BLAKE AND MOUTON LEADERSHIP GRID 

16. © John Wiley & Sons Canada Ltd. FIGURE 9.3 MANAGERIAL STYLES IN BLAKE AND MOUTON’S LEADERSHIP GRID

17. Classic leadership styles: Autocratic style: – Emphasizes work over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion Human relations style: – Emphasizes people over work WHEN IS AUTOCRATIC STYLE NEEDED © John Wiley & Sons Canada Ltd. CLASSICAL LEADERSHIP STYLES

18. Classic leadership styles: Laissez-faire style: – Shows little concern for task at hand, lets the group make decisions, and acts with a “do the best you can and don’t bother me” attitude Democratic style: – Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies © John Wiley & Sons Canada Ltd. CLASSICAL LEADERSHIP STYLES (CONT.)

19. Now its your turn to teach the class about the different leadership models. Get into groups of 4-5 and pick one of the models below to teach the class. Make sure you explain the model and list the advantages and disadvantages of the model. (On chart paper) 1) Fiedler’s Contingency Model 2) The Hersey-Blanchard situational leadership model 3) House’s path-goal leadership theory 4) Leader-Member Exchange Theory 5) Vroom-Jago leader-participation theory © John Wiley & Sons Canada Ltd. GROUP WORK

20. Fiedler’s Contingency Model: Good leadership depends on a match between leadership and situational demands Determining leadership style: – Low LPC: task-motivated leaders – High LPC: relationship-motivated leaders Leadership is part of one’s personality, and therefore relatively enduring and difficult to change Leadership style must be fit to the situation © John Wiley & Sons Canada Ltd. CONTINGENCY APPROACHES TO LEADERSHIP

21. Fiedler’s contingency model (cont’d): Diagnosing situational control: – Quality of leader-member relations (good or poor) – Degree of task structure (high or low) – Amount of position power (strong or weak) Task oriented leaders are most successful in: – Very favourable (high control) situations – Very unfavourable (low control) situations Relationship-oriented leaders are most successful in: – Situations of moderate control © John Wiley & Sons Canada Ltd. CONTINGENCY APPROACHES TO LEADERSHIP (CONT’D)

22. © John Wiley & Sons Canada Ltd. FIGURE 9.5 MATCHING LEADERSHIP STYLE AND SITUATION: SUMMARY PREDICTIONS FROM FIEDLER’S CONTINGENCY THEORY

23. The Hersey-Blanchard situational leadership model: – Leaders adjust their styles depending on the readiness of their followers to perform in a given situation Readiness: how able, willing and confident followers are in performing tasks © John Wiley & Sons Canada Ltd. CONTINGENCY APPROACHES TO LEADERSHIP (CONT’D)

24. © John Wiley & Sons Canada Ltd. FIGURE 9.6 LEADERSHIP IMPLICATIONS OF THE HERSEY-BLANCHARD SITUATIONAL LEADERSHIP MODEL

25. Delegating: –Low-task, low-relationship style –Works best in high readiness-situations Participating: –Low-task, high-relationship style –Works best in low- to moderate-readiness situations Selling: – High-task, high-relationship style –Work best in moderate- to high-readiness situations Telling: –High-task, low-relationship style –Work best in low-readiness situations © John Wiley & Sons Canada Ltd. HERSEY-BLANCHARD LEADERSHIP STYLES

26. House’s path-goal leadership theory: – Effective leadership deals with the paths through which followers can achieve goals. – Leadership styles for dealing with path-goal relationships: Directive leadership Supportive leadership Achievement-oriented leadership Participative leadership © John Wiley & Sons Canada Ltd. PATH-GOAL LEADERSHIP THEORY

27. Directive leadership: – Communicate expectations – Give directions – Schedule work – Maintain performance standards – Clarify leader’s role Supportive leadership: –Make work pleasant –Treat group members as equals –Be friendly and approachable –Show concern for subordinates’ well-being © John Wiley & Sons Canada Ltd. HOUSE’S LEADERSHIP STYLES

28. Achievement-oriented leadership: –Set challenging goals –Expect high performance levels –Emphasize continuous improvement –Display confidence in meeting high standards Participative leadership: –Involve subordinates in decision making –Consult with subordinates –Ask for subordinates’ suggestions –Use subordinates’ suggestions © John Wiley & Sons Canada Ltd. HOUSE’S LEADERSHIP STYLES (CONT’D)

29. When to use House’s leadership styles: – Use directive leadership when job assignments are ambiguous – Use supportive leadership when worker self-confidence is low – Use participative leadership when performance incentives are poor – Use achievement-oriented leadership when task challenge is insufficient © John Wiley & Sons Canada Ltd. HOUSE’S LEADERSHIP STYLES (CONT’D)

30. © John Wiley & Sons Canada Ltd. FIGURE 9.7 CONTINGENCY RELATIONSHIPS IN THE PATH-GOAL LEADERSHIP THEORY

31. Not all people are treated the same by leaders in leadership situations – “In groups” High LMX – “Out groups” Low LMX © John Wiley & Sons Canada Ltd. LEADER-MEMBER EXCHANGE THEORY (LMX)

32. Nature of the exchange is based on presumed characteristics by the leader High LMX relationship: – favourable personality – competency – compatibility Low LMX relationship: – unfavourable personality – low competency – low compatibility © John Wiley & Sons Canada Ltd. LEADER-MEMBER EXCHANGE THEORY (LMX) (CONT’D)

33. © John Wiley & Sons Canada Ltd. FIGURE 9.8 ELEMENTS OF LEADER- MEMBER EXCHANGE THEORY.

34. Vroom-Jago leader-participation theory: – Helps leaders choose the method of decision making that best fits the nature of the problem situation – Basic decision-making choices: Authority decision Consultative decision Group decision © John Wiley & Sons Canada Ltd. LEADER PARTICIPATION MODEL

35. © John Wiley & Sons Canada Ltd. FIGURE 9.9 LEADERSHIP IMPLICATIONS OF VROOM-JAGO LEADER-PARTICIPATION MODEL

36. Decide alone Consult individually Consult with group Facilitate Delegate © John Wiley & Sons Canada Ltd. DECISION-MAKING OPTIONS IN THE VROOM-JAGO LEADER-PARTICIPATION THEORY

37. FOCUS ON SUPERLEADERS!! Vision + Strong Personality = Extraordinary Impact on others © John Wiley & Sons Canada Ltd. CURRENT ISSUES IN LEADERSHIP DEVELOPMENT

38. Transactional leadership: – Someone who influences & directs the efforts of others through tasks, rewards, and structures Transformational leadership: – Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments – http://www.youtube.com/watch?v=60O2OH7mHys http://www.youtube.com/watch?v=60O2OH7mHys © John Wiley & Sons Canada Ltd. CURRENT ISSUES IN LEADERSHIP DEVELOPMENT

39. Characteristics of transformational leaders: – Vision – Charisma – Symbolism – Empowerment – Intellectual Stimulation – Integrity © John Wiley & Sons Canada Ltd. CURRENT ISSUES IN LEADERSHIP DEVELOPMENT

40. Emotional Intelligence: – The ability of people to manage our emotions in social relationships – Components of emotional intelligence: Self-awareness – Do you realize how you impact others? Self-regulation – Do you think before you act? Motivation – Do you work hard without $$ as goal Empathy – Do you understand and relate to others Social awareness(skills) - Do you build good relationships? © John Wiley & Sons Canada Ltd. CURRENT ISSUES IN LEADERSHIP DEVELOPMENT

41. Gender and Leadership – Both women and men can be effective leaders – Women tend to use interactive leadership, which shares the qualities of transformational leadership – Men tend to use transactional leadership – Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace THINK PAIR SHARE! What qualities will future leaders need to grow? © John Wiley & Sons Canada Ltd. CURRENT ISSUES IN LEADERSHIP DEVELOPMENT

42.  Future leadership success will depend on a person’s capacity to: Be open Have positive relationships Be supportive Be empowering © John Wiley & Sons Canada Ltd. CURRENT ISSUES IN LEADERSHIP DEVELOPMENT

43. Moral Leadership: – Ethical leadership adheres to moral standards meeting the test of “good” rather than “bad” and “right” rather than “wrong” – Long-term, sustainable success requires ethical behaviour – Integrity involves the leader’s honesty, credibility, and consistency in putting values into action © John Wiley & Sons Canada Ltd. CURRENT ISSUES IN LEADERSHIP DEVELOPMENT?

44. Moral Leadership (cont’d): – Leaders with integrity earn the trust of their followers – Leaders have a moral obligation to build performance capacities by awakening people’s potential Are you an AUTHENTIC LEADER? – Knows who they are and what they value – They are guided by their values by being honest – They are genuine, gain respect through confidence, hope, optimism, and resilience – Act as an ethical role model © John Wiley & Sons Canada Ltd. CURRENT ISSUES IN LEADERSHIP DEVELOPMENT

45. https://www.youtube.com/watch?v=HRPSWM3mhmg © John Wiley & Sons Canada Ltd. COMMUNICATION LISTEN AND ASK THE RIGHT QUESTIONS!

46. THINK PAIR SHARE: – WHAT ARE THE COMPONENTS OF THE COMMUNICATION PROCESS? © John Wiley & Sons Canada Ltd. WHAT IS THE COMMUNICATION PROCESS?

47. © John Wiley & Sons Canada Ltd. TWO-WAY PROCESS OF INTERPERSONAL COMMUNICATION N EED TO GET THROUGH THE NOISE !!

48. Sources of noise in communication: – Poor choice of channels – Poor written or oral expression – Failure to recognize nonverbal signals – Physical distractions – Status effects © John Wiley & Sons Canada Ltd. WHAT IS THE COMMUNICATION PROCESS?

49. Guidelines for making oral presentations: – Be prepared – Set the right tone – Sequence points – Support your points – Accent the presentation – Add the right amount of polish – Check your technology – Don’t bet on the Internet – Be professional © John Wiley & Sons Canada Ltd. WHAT IS THE COMMUNICATION PROCESS? LET’s WATCH!!

50. Failure to recognize nonverbal signals: – What are traditional non verbal signs – Mixed messages occur when a person’s words and nonverbal signals communicate different things – The growing use of communication technologies causes important nonverbal communication to be lost CAN YOU THINK OF AN EXAMPLE…. © John Wiley & Sons Canada Ltd. WHAT IS THE COMMUNICATION PROCESS?

51. Active listening: – The process of taking action to help someone say exactly what he or she really means Rules for active listening: – Listen for message content – Listen for feelings – Respond to feelings – Note all cues, verbal and nonverbal – Paraphrase and restate © John Wiley & Sons Canada Ltd. HOW CAN COMMUNICATION BE IMPROVED?

52. Feedback: – The process of telling others how you feel about something they did or said, or about the situation in general Constructive Feedback Guidelines: – Give it directly – Make it specific – Give it when the receiver is willing/able to accept it – Make sure it is valid – Give it in small doses © John Wiley & Sons Canada Ltd. HOW CAN COMMUNICATION BE IMPROVED?

53. Ways to keep communication channels open through interactive management: – Management by wandering around (MBWA) – Open office hours – Regular employee group meetings – Computer-mediated meetings and video conferences – Employee advisory councils – Communication consultants. – 360-degree feedback © John Wiley & Sons Canada Ltd. HOW CAN COMMUNICATION BE IMPROVED?

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