13Chapter LeadershipLeadership

© Copyright McGraw-Hill. All rights reserved.13–2 Chapter #13 Objectives By the conclusion of this discussion you should know:By the conclusion of this discussion you should know:  The difference between a manager and a leader and how leadership styles differ.  The various ways power can be achieved and used.  The basic leadership models and how they contribute to leader effectiveness.

© Copyright McGraw-Hill. All rights reserved.13–3 LeadershipLeadership LeadershipLeadership  process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group and organizational goals. LeaderLeader  person who exerts such influence Personal Leadership stylePersonal Leadership style  the specific ways in which a manager chooses to influence other people

© Copyright McGraw-Hill. All rights reserved.13–4 Leadership Across Cultures Leadership styles may vary among different countries or cultures.Leadership styles may vary among different countries or cultures.  European managers tend to be more people-oriented than American or Japanese managers.  Japanese managers are group-oriented, while U.S managers focuses more on profitability.  Time horizons also are affected by cultures. U.S. firms often focus on short-run efforts and results.U.S. firms often focus on short-run efforts and results. Japanese firms have a longer-run perspective.Japanese firms have a longer-run perspective. European firms fall somewhere between the U.S. and Japanese orientations.European firms fall somewhere between the U.S. and Japanese orientations.

© Copyright McGraw-Hill. All rights reserved.13–5 Sources of Managerial Power Figure 13.1

© Copyright McGraw-Hill. All rights reserved.13–6 EmpowermentEmpowerment The process of giving workers at all levels more authority to make decisions and the responsibility for their outcomes.The process of giving workers at all levels more authority to make decisions and the responsibility for their outcomes. Empowerment helps managers:Empowerment helps managers:  Get workers involved in the decisions.  Increase worker commitment and motivation.  Have time to focus on other issues. Effective managers usually empower substantial authority to workers.Effective managers usually empower substantial authority to workers.

© Copyright McGraw-Hill. All rights reserved.13–7 Leadership Models Trait ModelTrait Model  Attempted to identify personal characteristics that cause for effective leadership. Behavioral ModelBehavioral Model  Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates Consideration (employee-centered)Consideration (employee-centered) Initiating Structure (job-oriented)Initiating Structure (job-oriented)

© Copyright McGraw-Hill. All rights reserved.13–8 Leadership Grid

© Copyright McGraw-Hill. All rights reserved.13–9 Contingency Models of Leadership Fiedler’s ModelFiedler’s Model  Effective leadership is contingent on both the characteristics of the leader and of the situation.  Leader style is the enduring, characteristic approach to leadership that a manager uses and does not readily change. Relationship-oriented styleRelationship-oriented style Task-oriented styleTask-oriented style

© Copyright McGraw-Hill. All rights reserved.13–10 Fiedler’s Model Situation CharacteristicsSituation Characteristics  How favorable a situation is for leading to occur.  Leader-member relations—determines how much workers like and trust their leader.  Task structure—the extent to which workers tasks are clear-cut; clear issues make a situation favorable for leadership.  Position Power—the amount of legitimate, reward, and coercive power leaders have due to their position. When positional power is strong, leadership opportunity becomes more favorable.

© Copyright McGraw-Hill. All rights reserved.13–11 GOOD POOR GOOD POOR HIGH LO W HIGH LOW SWSWSWSW Leader- Member Relations Task Structure Position Power Kinds of Leadership Situations Very Favorable Very Unfavorable IIIIIIIVVVIVIIVIII1 Relationship-oriented managers most effective in IV, V, VI, VII. Task-oriented managers most effective in I, II, III or VIII. Figure 13.3 Fiedler’s Model

© Copyright McGraw-Hill. All rights reserved.13–12 Fiedler’s Model in Application Combines considerations of leader-member relations, task structure, and position power to identify leadership situations.Combines considerations of leader-member relations, task structure, and position power to identify leadership situations.  Identifies situations where given types of managers might perform best.  Leader style is a characteristic managers cannot change; managers will be most effective when: they are placed in situations that suit their leader style.they are placed in situations that suit their leader style. the situation can be changed to fit the manager’s leader style.the situation can be changed to fit the manager’s leader style.

© Copyright McGraw-Hill. All rights reserved.13–13 The Leader Substitutes Model Leadership SubstituteLeadership Substitute  Characteristics of the subordinates: their skills, experience, motivation.  Characteristics of context: the extent to which work is interesting and fun.  Worker empowerment or self-managed work teams reduce leadership needs.

© Copyright McGraw-Hill. All rights reserved.13–14 Being a Charismatic Leader Charismatic LeaderCharismatic Leader  An enthusiastic, self-confident transformational leader able to clearly communicate his or her vision of how good things could be by: Being excited and clearly communicating excitement to subordinates.Being excited and clearly communicating excitement to subordinates. Openly sharing information with employees so that everyone is aware of problems and the need for change.Openly sharing information with employees so that everyone is aware of problems and the need for change. Empowering workers to help with solutions.Empowering workers to help with solutions. Engaging in the development of employees by working hard to help them build skills.Engaging in the development of employees by working hard to help them build skills.

© Copyright McGraw-Hill. All rights reserved.13–15 Negative stereotyping assumes women are less effective leaders. Negative stereotyping assumes women are less effective leaders. Research indicates that actually there is NO gender-based difference in leadership effectiveness. Research indicates that actually there is NO gender-based difference in leadership effectiveness. Women are seen to be more participative than men. Women are seen to be more participative than men. Leadership and Gender

© Copyright McGraw-Hill. All rights reserved.13–16 ConclusionConclusion Leaders and managers are not the same title.Leaders and managers are not the same title. Power, when used effectively, is an essential tool for leaders.Power, when used effectively, is an essential tool for leaders. Effective leadership stems from your personality traits, personal behaviors and situational characteristics.Effective leadership stems from your personality traits, personal behaviors and situational characteristics.