12- Bateman Snell Management Competing in the New Era 5th Edition

Part Four Chapter 12 - Leadership Chapter Outline Vision 12- Part Four Chapter 12 - Leadership Chapter Outline Vision Leading and Managing Leading and Following Power and Leadership Traditional Approaches to Understanding Leadership Contemporary Perspectives on Leadership Developing Your Leadership Skills

Learning Objectives After studying Chapter 12, you will know: 12- Learning Objectives After studying Chapter 12, you will know: what it means to be a leader how a good vision helps you be a better leader how to understand and use power the personal traits and skills of effective leaders the behaviors that will make you a better leader what it means to be a charismatic and transformational leader how to further your own leadership development

12- Vision Vision a mental image of a possible and desirable future state of the organization having a vision and communicating it to others are essential components of great leadership the best visions are both: ideal - communicates a standard of excellence and clear choice of positive values unique - communicates and inspires pride in being different from other organizations can exist throughout all organizational levels visions can be inappropriate

12- Leading And Managing Ability to lead effectively sets excellent managers apart from average ones managers deal with ongoing organizational activities planning and budgeting routines, structuring the organization leadership includes orchestrating organizational change creating a vision for the firm and inspiring people to attain it management and leadership are both vitally important supervisory leadership - provides guidance, support, and corrective feedback for day-to-day activities of work unit members strategic leadership - gives purpose and meaning to organizations

12- Leading And Following Organizations succeed or fail because of how well followers follow effective followers: are capable of independent thinking are actively committed to organizational goals are enthusiastic about ideas and purposes beyond their own self interest master skills that are useful to the organization hold performance standards that are higher than required

Power And Leadership Power Sources of power 12- Power And Leadership Power ability to influence other people Sources of power legitimate power - leader has organizational authority reward power - leader has control over valued rewards coercive power - leader has control over punishments referent power - leader has personal characteristics that appeal to others and make them desirous of the leader’s approval expert power - leader has knowledge that others feel will be of benefit to them

Sources Of Power Power Authority Control over Expertise rewards 12- Sources Of Power Authority Expertise Control over rewards Power Appealing personal characteristics Control over punishments

Traditional Approaches To Understanding Leadership 12- Traditional Approaches To Understanding Leadership Leader traits trait approach - focussed on individual leaders to determine the personal characteristics that great leaders share characteristics that distinguish effective leaders drive - characteristics that reflect a high level of effort leadership motivation - desire to lead integrity - actions correspond to words self-confidence - expectation that one is able to overcome obstacles and make good decisions in the face of uncertainty knowledge of the business - ability to interpret information ability to perceive the needs of others and to adjust one’s behavior accordingly

Traditional Approaches To Understanding Leadership (cont.) 12- Traditional Approaches To Understanding Leadership (cont.) Leader behaviors behavioral approach - sought to identify what behaviors good leaders exhibit Task performance - leader’s efforts to ensure that the work unit reaches its goals focus on work speed, quality and quantity of output, and rules Group maintenance - ensure the satisfaction of group members develop and maintain harmonious work relationships Leader-Member Exchange (LMX) theory - focuses on the leader’s behavior toward individuals maintenance behaviors

Traditional Approaches To Understanding Leadership (cont.) 12- Traditional Approaches To Understanding Leadership (cont.) Leader behaviors (cont.) Participation in decision making - leader behaviors that managers perform in involving their employees in making decisions autocratic leadership - makes decisions and then announces them to the group democratic leadership - solicits input from others uses consensus or majority vote to make the final choice

Traditional Approaches To Understanding Leadership (cont.) 12- Traditional Approaches To Understanding Leadership (cont.) Leader behaviors (cont.) The effects of leader behavior decision styles - characteristics of the situation, leader, and the follower determine the appropriate decision-making style laissez-faire - leadership philosophy characterized by an absence of managerial decision making performance and maintenance behavior - are independent of each other Ohio State studies - grievances and turnover were lower when supervisor was high on maintenance behavior were higher when supervisor was high on task performance behavior when leader must be high on performance-oriented behavior, s/he should also be maintenance-oriented

Traditional Approaches To Understanding Leadership (cont.) 12- Traditional Approaches To Understanding Leadership (cont.) Leader behaviors (cont.) The effects of leader behavior (cont.) performance and maintenance behavior (cont.) Michigan studies - most effective managers were task oriented effective managers also were relationship oriented taken together, Ohio State and Michigan research suggested that the ideal leader is always both performance and maintenance oriented Blake and Mouton’s Leadership Grid described a wide range of leadership styles recommended a 9,9 style that is high on concern for people and high on concern for production ignores the effect of the situation

Concern for Production 12- The Leadership Grid 1 2 3 4 5 6 7 8 9 Concern for People High Low Country Club Management (1,9) Team Management (9,9) Middle of the Road Management (5,5) Impoverished Management (1,1) Authority- Compliance (9,1) 1 2 3 4 5 6 7 8 9 Concern for Production High Low

Traditional Approaches To Understanding Leadership (cont.) 12- Traditional Approaches To Understanding Leadership (cont.) Situational approaches to leadership leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation requires the leader to first analyze the situation and then decide what to do Tannenbaum and Schmidt - three factors must be considered forces in the manager forces in the subordinate forces in the situation arguments remain valid today

Traditional Approaches To Understanding Leadership (cont.) 12- Traditional Approaches To Understanding Leadership (cont.) Situational approaches to leadership (cont.) Vroom-Yetton-Jago model - focuses on how leaders go about making decisions seven situational factors used to analyze problems each based on a problem attribute scored as either high or low answering a series of questions about the problem attributes leads one to 14 possible endpoints of the analysis each endpoint recommends one of five decision styles decision styles indicate that there are several shades of participation use of model ensures that important situational factors are considered

Vroom’s Situational Factors For Problem Analysis 12- Vroom’s Situational Factors For Problem Analysis DECISION SIGNIFICANCE IMPORTANCE OF COMMITMENT LEADER’S EXPERTISE LIKELIHOOD OF GROUP SUPPORT FOR OBJECTIVES GROUP EXPERTISE TEAM COMPETENCE The significance of the decision to the success of the project or organization The importance of team members’ commitment to the decision Your knowledge or expertise in relation to this problem The likelihood that the team would commit itself to a decision that you might make on your own The degree to which the team supports the organization’s objectives at stake in this problem Team members’ knowledge or expertise in relation to this problem The ability of team members to work together in solving problems

Figure 12.3 The Vroom-Yetton-Jago model 12- Figure 12.3 The Vroom-Yetton-Jago model Team Competence Group Expertise Group Support Decision Significance Importance of Commitment Leader Expertise Likelihood of Commitment

Figure 12.3 The Vroom-Yetton-Jago model 12- Figure 12.3 The Vroom-Yetton-Jago model Instructions: The Matrix operates like a funnel. You start at the left with a specific decisions problem in mind. The column headings denote situational factors which may or may not be present in that problem. You progress by selecting High or Low (H or L) for each relevant situational factor. Proceed down from the funnel, judging only those situational factors for which a judgment is called for, until you reach the recommended process.

Vroom’s Leader Decision Styles 12- Vroom’s Leader Decision Styles Decide Consult Individually Consult Group Facilitate Delegate 5 10 3 7 Area of freedom for subordinates Use of authority by manager

Traditional Approaches To Understanding Leadership (cont.) 12- Traditional Approaches To Understanding Leadership (cont.) Situational approaches to leadership (cont.) Path-goal theory - concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals factors that determine appropriate leader behavior include: personal characteristics of the followers authoritarianism locus of control ability environmental pressures with which followers must cope people’s tasks formal authority system of the organization primary work group

Traditional Approaches To Understanding Leadership (cont.) 12- Traditional Approaches To Understanding Leadership (cont.) Situational approaches to leadership (cont.) Path-goal theory (cont.) four pertinent leadership behaviors directive leadership supportive leadership participative leadership achievement-oriented leadership theory suggests that the leader should: make the path to work goals easier to travel by providing coaching and direction reduce frustrating barriers to goal attainment increase opportunities for personal satisfaction by increasing payoffs to people for achieving performance goals

The Path-Goal Framework 12- The Path-Goal Framework Characteristics of followers Environmental factors Appropriateness of Directive, Supportive, Participative, or Achievement leader behaviors Followers’ goals and performance determine leading to

Traditional Approaches To Understanding Leadership (cont.) 12- Traditional Approaches To Understanding Leadership (cont.) Situational approaches to leadership (cont.) Substitutes for leadership - factors in the workplace that can exert the same influence on employees that leaders would provide certain follower, task, and organizational factors are substitutes for task performance-oriented and group maintenance-oriented leader behaviors practical implication of this idea create situations in which substitutes for leadership operate leader will require less time in attempts to influence people

Contemporary Perspectives On Leadership 12- Contemporary Perspectives On Leadership Charismatic leadership dominant and exceptionally self-confident, and have a strong conviction in the moral righteousness of their beliefs articulates ideological goals inspire their followers trust, confidence, acceptance, obedience, emotional involvement, affection, admiration, and higher performance

Contemporary Perspectives On Leadership (cont.) 12- Contemporary Perspectives On Leadership (cont.) Transactional leadership traditional management through business transactions in which leaders use their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered dispassionate leadership that does not inspire people to focus on the interests of the organization Transformational leadership moves beyond transactional leadership a leader who transforms a vision into reality and motivates people to transcend their personal interests for the good of the group

Contemporary Perspectives On Leadership (cont.) 12- Contemporary Perspectives On Leadership (cont.) Transformational leadership (cont.) Generating excitement - three ways they are charismatic provide individualized attention they are intellectually stimulating Skills and strategies - rely on four have a vision communicate their vision build trust have a positive self-regard Transforming leaders - training available to stimulate transformational leadership

Contemporary Perspectives On Leadership (cont.) 12- Contemporary Perspectives On Leadership (cont.) Post-heroic leadership even great top executives can’t solve all problems on their own effective leadership must permeate the organization leader must spread leadership abilities throughout the firm make heroes out of those who figure out what needs to be done and then do it A note on courage need courage to: create and execute a vision take reasonable risks

Classic Contingency Models Of Leadership 12- Classic Contingency Models Of Leadership Fiedler’s contingency model leader effectiveness depends on two factors the personal style of the leader task-motivated - primary emphasis on completing the task low Least Preferred Coworker (LPC) relationship-motivated - emphasizes maintaining good interpersonal relationships high LPC degree to which the situation gives the leader power, control, and influence over the situation different situations dictate different leadership styles

Fiedler’s Analysis Of Situations 12- Fiedler’s Analysis Of Situations Poor Good Leader- member relations Structured Unstructured Task structure High Low Leader position power Favorable for leader Unfavorable Task- motivated Relation- ship- Most effective leader in the situation

Classic Contingency Models Of Leadership (cont.) 12- Classic Contingency Models Of Leadership (cont.) Hersey and Blanchard’s situational theory manager should consider an employee’s psychological and job maturity job maturity - level of the follower’s skills and technical knowledge relative to the task performed psychological maturity - follower’s self-confidence and self-respect determines the degree to which task performance or maintenance behaviors are important maintenance behaviors are not important with followers of low or high levels of maturity performance behaviors important for followers with low maturity