Schermerhorn - Chapter 111 Chapter 11 Leading -- To Inspire Effort Leadership is one of the 4 Processes/Functions of Management 4 Planning Ahead –What.
Published byModified about 1 year ago
Presentation on theme: "Schermerhorn - Chapter 111 Chapter 11 Leading -- To Inspire Effort Leadership is one of the 4 Processes/Functions of Management 4 Planning Ahead –What."— Presentation transcript:
Schermerhorn - Chapter 111 Chapter 11 Leading -- To Inspire Effort Leadership is one of the 4 Processes/Functions of Management 4 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?
Schermerhorn - Chapter 112 What is Leadership? 4 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
Schermerhorn - Chapter 113 What is Leadership? 4 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)
Schermerhorn - Chapter 114 Leadership is process of inspiring others to work hard to accomplish important organizational tasks. 4 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.
Schermerhorn - Chapter 115 Types of Position Power 4 Position Power –Reward influence through rewards –Coercive influence through punishment –Legitimate influence through authority When a candidate gets elected they get legitimate power
Schermerhorn - Chapter 116 Types of Personal Power 4 Personal Power –Expert influence through special expertise –Referent influence through identification
Schermerhorn - Chapter 117 The types of power that are likely to inspire workers to accomplish organizational goals are: 4 Legitimate power 4 Referent power 4 Expert poser
Schermerhorn - Chapter 118 Empowering people will help to make them leaders in the future. 4 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
Schermerhorn - Chapter 119 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.
Schermerhorn - Chapter 1110 Leadership Models and Theories 4 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
Schermerhorn - Chapter 1111 A 2 nd approach to leadership has to do with how people act. Do they focus more on the task or more on concern for workers. 4 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
Schermerhorn - Chapter 1112 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
Schermerhorn - Chapter 1113 Leadership Models and Theories 3 rd Leadership theory is Fiedler’s Contingency Model –good leadership depends on a match between leadership and situational demands least-preferred coworker scale (LPC)
Schermerhorn - Chapter 1114 Leadership Models and Theories 4 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)
Schermerhorn - Chapter 1115 Leadership Models and Theories 4 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
Schermerhorn - Chapter 1116 Leadership Models and Theories 4 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
Schermerhorn - Chapter 1118 Leadership Models and Theories 4 Matching Hersey-Blanchard Leadership Styles to Follower Readiness –Delegating = high readiness –Participating = moderate to high readiness –Selling = low to moderate readiness –Telling = low readiness
Schermerhorn - Chapter 1119 Leadership Models and Theories 4 House’s Path-Goal Leadership Theory –directive –supportive –achievement-oriented –participative
Schermerhorn - Chapter 1120 Leadership Models and Theories 4 Substitutes for Leadership – Aspects of the work setting and the people involved that can reduce the need for a leader’s personal involvement 4 Possible leadership substitutes: –Subordinate characteristics –Task characteristics –Organizational characteristics
Schermerhorn - Chapter 1121 Leadership Models and Theories 4 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
Schermerhorn - Chapter 1122 Leadership Models and Theories 4 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.
Schermerhorn - Chapter 1123 Leadership Models and Theories 4 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.
Schermerhorn - Chapter 1124 Directions in Leadership Development 4 What is Transformational Leadership? –Use of charisma and related qualities to raise aspirations and shift people and organizational systems into new high- performance patterns
Schermerhorn - Chapter 1125 Directions in Leadership Development 4 Transactional Leadership –Use of tasks, rewards and structures to help followers meet their needs while working to accomplish organizational objectives
Schermerhorn - Chapter 1126 Directions in Leadership Development 4 Look at the qualities of transformational leaders and decide if these qualities are distributed widely throughout the population. 4 Qualities of Transformational Leaders –vision –charisma –symbolism –empowerment –intellectual stimulation –integrity
Schermerhorn - Chapter 1127 Directions in Leadership Development 4 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
Schermerhorn - Chapter 1128 Trends in Leadership Development 4 Gender and Leadership –Women may be more prone to democratic and participative behaviors –Men may be more transactional
Schermerhorn - Chapter 1129 Leadership Anchors in Dynamic Times 4 “Good Old-Fashioned” Leadership –define and establish a sense of mission –accept leadership as responsibility rather than rank –earn and keep trust of others