1. Schermerhorn - Chapter 11
Chapter 11 Leading -- 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?
Schermerhorn - Chapter 11

2. Schermerhorn - Chapter 11
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
Schermerhorn - Chapter 11

3. Schermerhorn - Chapter 11
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)
Schermerhorn - Chapter 11

4. Schermerhorn - Chapter 11
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.
Schermerhorn - Chapter 11

5. Types of 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 11

6. Types of Personal Power
Expert
influence through special expertise
Referent
influence through identification
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7. Schermerhorn - Chapter 11
The types of power that are likely to inspire workers to accomplish organizational goals are:
Legitimate power
Referent power
Expert poser
Schermerhorn - Chapter 11

8. 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
Schermerhorn - Chapter 11

9. 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 11

10. 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
Schermerhorn - Chapter 11

11. Schermerhorn - Chapter 11
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
Schermerhorn - Chapter 11

12. 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 11

13. Leadership Models and Theories
3rd 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 11

14. Leadership Models and Theories
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 11

15. Leadership Models and Theories
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 11

16. Leadership Models and Theories
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 11

17. Leadership Models and Theories
Hersey-Blanchard Leadership Styles
Delegating
Participating
Selling
Telling
Schermerhorn - Chapter 11

18. Leadership Models and Theories
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 11

19. Leadership Models and Theories
House’s Path-Goal Leadership Theory
directive
supportive
achievement-oriented
participative
Schermerhorn - Chapter 11

20. Leadership Models and Theories
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
Schermerhorn - Chapter 11

21. Leadership Models and Theories
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 11

22. Leadership Models and Theories
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 11

23. Leadership Models and Theories
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 11

24. 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
Schermerhorn - Chapter 11

25. Directions in Leadership Development
Transactional Leadership
Use of tasks, rewards and structures to help followers meet their needs while working to accomplish organizational objectives
Schermerhorn - Chapter 11

26. 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
Schermerhorn - Chapter 11

27. 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
Schermerhorn - Chapter 11

28. Trends in Leadership Development
Gender and Leadership
Women may be more prone to democratic and participative behaviors
Men may be more transactional
Schermerhorn - Chapter 11

29. 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
Schermerhorn - Chapter 11