LEADERSHIP Chapter 12 MGMT 370

LEADING: Influencing, inspiring voluntary followers POSITION POWER Reward Power Coercive Power Legitimate Power PERSONAL POWER Expert Power Referent Power

KEY LEADERSHIP BEHAVIORS Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart

VISION A mental image of a possible and desirable future state of the organization.

LEADERSHIP CONCEPTS Supervisory leadership Strategic leadership Behavior that provides guidance, support, and corrective feedback for day-to-day activities. Strategic leadership Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future.

POWER AND LEADERSHIP POWER = the ability to influence others

TYPES OF POWER Legitimate Reward Expert Referent Coercive

SOURCES OF POWER

LEADERSHIP PHILOSOPHY Autocratic leadership leader makes decisions on his/her own, then announces those decisions to the group Democratic leadership leader solicits input from subordinates. Laissez-faire leadership philosophy characterized by an absence of managerial decision making

LEADING Servant Leadership Empowerment Selflessness

EARLY LEADERSHIP MODELS Trait Theory A perspective that defines leadership through personal traits or characteristics

EARLY LEADERSHIP MODELS Behavioral approach Attempts to identify what good leaders do—that is, what behaviors they exhibit. Task performance behaviors Actions taken to ensure that the work group or organization reaches its goals.

LEADER AS GROUP OVERSEER Group maintenance behaviors ensure the satisfaction of group members, develop and maintain good work relationships, and preserve the group’s social stability Leader-Member Exchange (LMX) theory Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

EARLY LEADERSHIP MODELS Behavior Theory Leader Styles—Leadership Grid

CONTINGENCY APPROACHES Fiedler’s Contingency Model Match style to situation

CONTINGENCY APPROACHES Hersey-Blanchard Situational Model

Hersey and Blanchard’s Situational Theory A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

CONTINGENCY APPROACHES House’s Path-Goal Leadership Theory Path-Goal Contingencies Leadership Substitutes

PATH-GOAL THEORY Concerns with how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

CONTINGENCY APPROACHES Vroom-Jago Leader-Participation Model Authority decision Consultative decision Group decision

SITUATIONAL FACTORS

CONTEMPORARY LEADERSHIP MODELS Transactional vs. Transformational Leadership Vision Charisma Symbolism Empowerment Intellectual Stimulation Integrity

CONTEMPORARY MODELS Charismatic leader A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.

CONTEMPORARY MODELS Level 5 leadership A combination of strong professional will (determination) and humility that builds enduring greatness.

Leaders and Emotional Intelligence

Emotional Intelligence Self-Awareness Self-Management Motivation Empathy Relationship Management

LEADERSHIP and GENDER Gender Similarities Hypothesis Who leads better? Men: Directive, assertive, traditional, position power Women: Participative, motivating, communicative, listeners, mentors, supportive

And Last but Not Least… Drucker’s “Old-Fashioned” Leadership Moral Leadership Integrity Authentic Leadership