Part 4: Leading PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved. Leadership

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–2 Managers Versus Leaders “Not all leaders are managers, nor are all managers leaders.” Managers  Persons whose influence on others is limited to the appointed managerial authority of their positions to reward and punish. Leaders  Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–3 Trait Theories Of Leadership Trait theories of leadership  Theories that attempt to isolate characteristics that differentiate leaders from nonleaders  Attempts to identify traits that always differentiate leaders from followers and effective leaders from ineffective leaders have failed.  Attempts to identify traits consistently associated with leadership have been more successful.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–4 Six Traits That Differentiate Leaders from Nonleaders 1.Drive 2.Desire to lead 3.Honesty and integrity 4.Self-confidence 5.Intelligence 6.Job-relevant knowledge EXHIBIT 11.1 Source: Reprinted from “Leadership: Do Traits Really Matter?” by S. A. Kirkpatrick and E. A. Locke by permission of Academy of Management Executive, May 1991, pp.48–60. © 1991 by Academy of Management Executive.

Big Five model correlation to leadership Conscientiousness and openness to experience are the most directly correlated to leadership. Whereas; Agreeableness, Neuroticism and Extroversion are not. Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–5

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–6 Behavioral Theories Of Leadership Behavioral theories of leadership  Theories that attempt to isolate behaviors that differentiate effective leaders from ineffective leaders  Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–7 Leadership Behaviors or Styles Autocratic style of leadership  A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation. Democratic style of leadership  A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees.  A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself.  A democratic-participative leader often allows employees to have a say in what’s decided.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–8 Leadership Behaviors or Styles (cont’d) Laissez-faire style of leadership  A leader who gives employees complete freedom to make decisions and to decide on work methods Conclusions about leadership styles  The laissez-faire leadership style is ineffective.  Quantity of work is equal under authoritarian and democratic leadership styles  Quality of work and satisfaction is higher under democratic leadership.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–9 Continuum of Leader Behavior EXHIBIT 11.2 Source: Adapted and reprinted by permission of the Harvard Business Review. An Exhibit from “How to Choose a Leadership Pattern” by R. Tannenbaum and W. Schmidt, May-June Copyright © 1973 by the President and Fellows and Harvard College; all rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–10 The Ohio State Studies Studies that sought to identify independent dimensions of leader behavior  Initiating structure  The extent to which a leader defines and structures his or her role and the roles of employees to attain goals  Consideration  The extent to which a leader has job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–11 The University Of Michigan Studies Studies that sought to identify the behavioral characteristics of leaders related to performance effectiveness  Employee oriented  A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.  Production oriented  A leader who emphasizes technical or task aspects of a job, is concerned mainly with accomplishing tasks, and regards group members as a means to accomplishing goals.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–12 The Managerial Grid EXHIBIT 11.3 Source: Adapted and reprinted by permission of the Harvard Business Review. An Exhibition from “Breakthrough in Organization Development” by R. R. Blake, J. A. Mouton, L. B. Barnes,and L. E. Greiner November- December 1964, p.136. Copyright © 1964 by the President and Fellows of Harvard College; all rights reserved. A two-dimensional view of leadership style that is based on concern for people versus concern for production

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–13 Contingency Theories Of Leadership Fiedler contingency leadership model  The theory that effective group performance depends on the proper match between the leader’s style of interacting with employees and the degree to which the situation gives control and influence to the leader  Uses Least-preferred co-worker (LPC) questionnaire, to measure the leader’s task or relationship orientation.  Identified three situational criteria—leader member relations, task structure, and position power—that could be manipulated match an inflexible leadership style.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–14 The Findings of the Fiedler Model EXHIBIT 11.4

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–15 Path-Goal Theory Path-goal theory  The theory that it is a leader’s job to assist followers in attaining their goals and to provide the necessary direction and support  A leader’s motivational behavior:  Makes employee need satisfaction contingent on effective performance.  Provides the coaching, guidance, support, and rewards that are necessary for effective performance.  Assumes that the leader’s style is flexible and can be changed to adapt to the situation at hand.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–16 Path-Goal Leadership Behaviors Directive leader  Lets employees know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks. Supportive leader  Is friendly and shows concern for the needs of employees. Participative leader  Consults with employees and uses their suggestions before making a decision. Achievement-oriented leader  Sets challenging goals and expects employees to perform at their highest levels.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–17 Path-Goal Theory EXHIBIT 11.5

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–18 Situational Leadership Situational leadership theory (SLT)  Leaders should adjust their leadership styles—telling, selling, participating, and delegating—in accordance with the readiness of their followers.  Acceptance: Leader effectiveness reflects the reality that it is the followers who accept or reject the leader.  Readiness: a follower’s ability and willingness to perform.  At higher levels of readiness, leaders respond by reducing control over and involvement with employees.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–19 Hersey and Blanchard’s Situational Leadership Model EXHIBIT 11.7 Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership® Studies, Escondido, California. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–20 Emerging Approaches To Leadership Charismatic leadership theory  Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors  People working for charismatic leaders are motivated to exert extra work effort and, because they like and respect their leaders, express greater satisfaction.  Charisma leadership appears to be most appropriate when the followers’ task has a ideological component or when the environment involves a high degree of stress and uncertainty.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–21 Charismatic Leadership A charismatic leader influences followers by:  Stating a vision that provides a sense of community by linking the present with a better future.  Communicating high expectations and expressing confidence that followers can attain them.  Conveying, through words and actions, a new set of values, and by his or her behavior setting an example for followers to imitate.  Making self-sacrifices and engaging in unconventional behavior to demonstrate courage and convictions about the vision.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–22 Key Characteristics of Charismatic Leaders Self-confidence Vision Ability to articulate the vision Strong convictions Behavior that is out of the ordinary Appearance Environmental sensitivity EXHIBIT 11.8 Source: Based on J. A. Conger and R. N. Kanungo, “Behavioral Dimensions of Charismatic Leadership,” in J. A Conger and R. N. Kanungo, Charismatic Leadership (San Francisco; Jossey-bass, 1988), p.91.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–23

Copyright © 2004 Prentice Hall, Inc. All rights reserved.11–24 EXHIBIT 11.9