Chapter 15 Leadership

The Nature of Leadership Many styles of leadership can be effective People, influence, and goals – Reciprocal, occurring among people – A “people” activity, different than administration and problem-solving – Leadership is the ability to influence people toward the attainment of goals Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.2

Contemporary Leadership Leadership evolves as the needs of the organization change Leadership has evolved with technology, economic, labor, social, and cultural changes Responding to the turbulence and uncertainty of the environment Four approaches for today’s turbulent times: – Level 5 Leadership – Servant Leadership – Authentic Leadership – Interactive Leadership (gender differences) Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.3

Work exists for the development of the worker Servant leaders transcend self- interest to serve others Servant leaders give away power, ideas, information, recognition, credit, and money Servant Leadership Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.4

Leaders who know and understand themselves Inspire trust and commitment Staying true to one’s values and beliefs Respect diverse viewpoints Espouse and act with higher order ethical values Encourage collaboration Help others learn, grow, and develop as leaders Authentic Leadership Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.5

15.2 Components of Authentic Leadership Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.6

Interactive Leadership Derived from studies of female leaders (gender differences) Consistent with Level 5 leadership Consensual and collaborative Influence derived from relationships Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.7

15.3 Gender Differences in Leadership Behaviors Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.8

From Management to Leadership  Good management is essential to organizations  But, good managers must be leaders  Management promotes stability, order, and problem solving  Leadership motivates toward vision and change  Leadership cannot replace management, there should be a balance of both Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.9

15.4 Leader and Manager Qualities Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.10

Leadership Traits Early research on leadership focused on traits – Great Man Approach to leadership Traits are reemerging as a leadership interest Combine trait research with other leadership ideas Effective leaders possess varied traits and combine these with their strengths Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.11

15.5 Personal Characteristics of Leaders Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.12

Behavioral Approaches Research beyond leadership traits Defined two leadership behaviors: – Task-oriented behavior – People-oriented behavior Foundation of important leadership studies Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.13

Ohio State Studies Identified two major behaviors: – Consideration; people oriented Mindful of subordinates Respects ideas and feelings Establishes mutual trust – Initiating structure; task behavior Task oriented Directs work activities toward goals Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.14

Michigan Studies Compared the behavior of effective and ineffective supervisors – Employee-centered leaders (most effective) Establish high performance goals Display supportive behavior – Job-centered leaders (not effective) Less concerned with goal achievement/human needs Focus on meeting schedules, cost-management, and efficiency Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.15

15.6 The Leadership Grid Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.16

Contingency Approaches How do situations influence leader effectiveness? Situational Model of Leadership Leadership Model (Fiedler) Substitutes for leadership concept Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.17

Situational Theory of Leadership Extension of behavioral theories Focus on characteristics of followers Seek appropriate leadership behavior Leadership is based on relationship with followers and readiness level of followers Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.18

15.7 The Situational Model of Leadership Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.19

Fiedler’s Contingency Theory Leader’s style is task oriented or relationship oriented – Relatively fixed leadership style difficult to change Goal is to match the leader’s style with organizational situation Analyze the leader’s style to the favorability of the situation Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.20

15.8 How Leader Style Fits the Situation Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.21

Substitutes for Leadership There are situations where leader style is unimportant There are situations and variables that can substitute or neutralize leadership characteristics Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.22

15.9 Substitutes and Neutralizers for Leadership Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.23

Charismatic and Visionary Leadership Charismatic leaders are skilled in the art of visionary leadership – Vision is an attractive ideal future Inspire and motivate people to do more – A lofty vision – Ability to understand and empathize – Empowering and trusting subordinates Visionary leaders speak to the hearts of employees to be a part of something big Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.24

Transformational versus Transactional Leadership Transactional – Clarify tasks – Initiate structure – Provide awards – Improve productivity – Hard working – Tolerant & fair-minded – Focus on management Transformational – Innovative – Recognize follower needs – Inspire followers – Create a better future – Promote significant change Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.25

Followership Organization does not exist without followers Understand followers: critical thinking versus dependent uncritical thinking – Alienated follower – Conformist – Pragmatic survivor – Passive follower – Effective follower Is the follower active or passive? Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.26

15.10 Styles of Followership Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.27

Power and Influence Position Power – Legitimate Power – Reward Power – Coercive Power Personal Power – Expert Power – Referent Power Other Sources of Power – Personal Effort – Network of Relationships – Information Both leaders and followers use power to get things done Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.28

15.11 Seven Interpersonal Influence Tactics for Leaders Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.29