Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 15 Dynamics Of Leadership

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 2 Learning Objectives Explain what leadership means. Describe the personal characteristics that enable leaders to be effective. Describe the types of behaviors required for leadership. Identify the contingencies that may shape how leaders behave. State the key characteristics and behaviors of transformational leadership. Describe how organizations develop leaders.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 3 The Meaning of Leadership Leadership is an influence relationship among leaders and followers who strive for real change and outcomes that reflect their shared purposes.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 4 How Followers Respond to the Influence Tactics of Leaders (adapted from Figure 15.1) Commitment: Followers are enthusiastic to achieve the leaders’ objectives, and they accept the objectives as their own Compliance: Followers do what they are told, but without any enthusiasm. Resistance: Followers may appear to respond but not actually do so. Or they may get angry and even sabotage the leader’s plan Most Likely Response Of Followers Type of Influence Tactic Used by Leaders Charisma Reward Coercion Formal Position Expertise

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 5 Personal Characteristics of Effective Leaders Emotional intelligence is a group of abilities that enable individuals to recognize and understand their own and others’ feelings and emotions and to use these insights to guide their own thinking and actions.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 6 Four Components of Emotional Intelligence (adapted from Figure 15.2) Self-Control Social Awareness Social Skill Awareness Action Self-Awareness Self Others

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 7 Leadership Behaviors Douglas McGregor coined the labels Theory X and Theory Y to contrast the beliefs of leaders as to what motivates their subordinates.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 8 Assumptions Associated with Theory X and Theory Y (adapted from Figure 15.3) Theory X Leader My employees dislike work and will try to avoid it if possible. My employees want and need me to provide direction. I am responsible for getting my employees to do as much work as possible. Theory Y Leader Most employees like to work and achieve something. I can count on my employees to be self-directed and work toward the company’s objectives. My employees are eager to take on responsibilities at work.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 9 Leadership Behaviors (cont.) Robert Blake and Jane Mouton developed the managerial grid. The managerial grid is more complex and identifies five leadership styles that combine different degrees of concern for production and concern for people.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 10 The Managerial Grid Model (adapted from Figure 15.4) Low HighLow High Concern for people Concern for production Country club style Impoverished style Produce or perish style Team style Middle- of-the- road style

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 11 Contingencies For Leadership Behavior The contingencies models of leadership states that the situation determines the best style of leadership to use. –The Situational Leadership ® Model states that the style of leadership used should be matched to the level of readiness of the followers.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 12 The Situational Leadership ® Model (adapted from Figure 15.5) Low Rel. Low Task High Task High Rel. Low Task High Task Low Rel. Delegating Participating Selling Telling HighModerateLow R1R2R3R4 Able and willing or confident Able but unwilling or insecure Unable but willing or confident Unable and unwilling or insecure 4.Provide specific instruction and closely supervise performance 1.Share ideas and facilitate in decision making 3.Turn over responsibility for decisions and implementation 2.Explain your decisions and provide opportunity for clarification

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 13 Contingencies For Leadership Behavior (cont.) Vroom-Jago leadership model states that leaders should choose among five leadership styles based on seven contingency variables, while also recognizing the time requirements and other costs associated with each style.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 14 Vroom-Jago Leadership Model Leadership Styles –Decide style –Consult individually style –Consult group style –Facilitate style –Delegate style Situational Contingencies –Decision significance –Importance of commitment –Leader expertise –Likelihood of commitment –Team support –Team expertise –Team competence

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 15 Transformational Leadership Transformational leaders inspire others with their vision, often promote this vision over opposition, and demonstrate confidence in themselves and their views.

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 16 Common Characteristics of Transformational Leaders (adapted from Figure 15.7) Transformational Leaders Trustworthy Charismatic And Ethical Visionary Considerate Confident Thoughtful

Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 17 Leadership Development Common efforts to develop the leadership capacity of employees include: –On-the-Job Learning –Assessment and Training –Coaching and Mentoring