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The Nature of Leadership

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Presentation on theme: "The Nature of Leadership"— Presentation transcript:

1 The Nature of Leadership
A social (interpersonal) influence between two or more persons who depend on each other to attain certain mutual goals in a group situation. Leader versus manager Leadership and management are not interchangeable. Leadership is the accepted use of organizationally-derived and/or personal power to influence and motivate subordinates. Management is process-oriented (planning, organizing, directing, and controlling) supervisory behavior. Copyright © 2015

2 The Leadership Process
Consequences (e.g., Suspicion, Trust, Dislike, Affection) Context Followers Leader Copyright © 2015

3 The Leadership Process (cont’d)
Leadership is a function of an interaction between the leader, the follower, and the situation. L = ƒ [(Person)(Follower)(Situation)] Leader-member exchange (LMX) theory Leadership consists of stable dyadic relationships linking a leader with a follower. In-group followers have high quality LMX relationships. Out-group followers have low quality LMX relationships. Copyright © 2015

4 Formal and Informal Leaders
An individual who is recognized by those outside the group as the official leader of the group. One who is appointed or sanctioned by an organization to the role of leadership. Informal leader An individual whom members of the group acknowledge as their leader. One who may or may not be sanctioned as a leader by those outside the organization. Copyright © 2015

5 Leader Emergence Designated leader Emergent leader
The person placed in the formal leadership position by forces outside the group. Emergent leader The person who becomes a group’s leader by virtue of processes and dynamics internal to the group. Possess or control critical and/or scarce resources needed by the organization. Have the configuration of knowledge, skills, abilities matching the requirements of the current situation. Have attained influential status through contributions (idiosyncrasy credits). Copyright © 2015

6 Leadership as an Exercise of Influence
Sources and types of power Reward power—the leader’s control of rewards and outcomes for subordinates. Coercive power—the leader’s ability to punish or withhold rewards from subordinates. Referent power—leader influence derived from the desire of subordinates to associate with the leader. Expert power—leader influence based on the leader’s personal knowledge and its usefulness to the group. Legitimate power—leader power granted by those who believe the leader has the “right” to influence them. Copyright © 2015

7 The Leader-Follower Power Relationship
Follower Compliance Alienation & resistance Calculative compliance Identification Internalization Group Effectiveness Follower satisfaction Follower motivation Follower performance Leader Influence/Power Tactic (e.g., Use of Rationality) —commitment Effective leadership is more likely to occur when the leader’s influence flows out of rationality, expertise, moralistic appeal, and/or referent power. Copyright © 2015

8 Influence-based Leadership Styles
Theory X and Theory Y leaders Theory X leaders Assume workers dislike work and are incapable of self-direction and self-control. Use a highly controlling leadership style. Theory Y leaders Assume workers enjoy work and are capable of self-direction and self-control. Use an involvement-oriented approach to leadership. Copyright © 2015

9 Tannenbaum and Schmidt’s Leadership Continuum
Manager makes decision and announces it. Autocratic leader is dominant in making decisions. Free-Rein followers are free to choose, leader becomes passive. “sells” decision. presents ideas and invites questions. tentative decision subject to change. problem, gets suggestions, makes decision. defines limits, asks group to make permits subordinates to function within limits defined by superior. Use of Authority by the Manager Area of Freedom for Subordinates Boss-Centered Leadership Participation Subordinate-Centered Leadership Low High Source: Modified from R. Tannenbaum and W. H. Schmidt. May–June How to choose a leadership pattern. Harvard Business Review, 167. Copyright © 2015

10 Directive and Permissive Leadership Styles
Leadership Behavior and the Uses of Power Low High Amount of Leader Direction Amount of Employee Participation in Decision Making Leader Decision-Making Power: High Leader Directing Power: High Directive Autocrat 1 Leader Decision-Making Power: Low Democrat 3 Leader Directing Power: Low Permissive 2 4 Source: Modified from J. P. Muczyk and B. C. Reimann The case for directive leadership. Academy of Management Executive, 1:304. Copyright © 2015

11 The Trait Approach to Leadership
Great man theory of leadership The belief that some people are born to be leaders and others are not. Leadership trait research Physiological, demographic, personality, intellective, task-related, and social characteristics of effective leaders. “The right stuff”? Copyright © 2015

12 Leadership Trait Research (cont’d)
Core characteristics of leaders (Locke) Drive—high level of effort and desire for achievement Leadership motivation—intense desire to lead others Honesty and integrity—commitment to the truth Self-confidence—assurance in self, ideas, and ability Cognitive ability—conceptually skilled and possessing good judgment Knowledge of business—high degree of understanding about the company, industry, and technical matters Other traits—charisma, creativity/originality, and flexibility/adaptiveness Copyright © 2015

13 The Trait Approach to Leadership (cont’d)
Other leader traits Sex and gender role Males (or persons with masculine characteristics) emerge as leaders more frequently than females. Men are more likely to be task-oriented and to adopt autocratic/directive leadership styles. Women tend to be more interpersonal and relationship-oriented, and to use a democratic/participative leadership style. Copyright © 2015

14 Behavioral Approaches to Leadership
The Ohio State studies identified two major sets of leader behaviors: Consideration—a “relationship-oriented” leader behavior that is supportive, friendly, and focused on personal needs and interpersonal relationships. Initiating structure—a “task-oriented” leader behavior that is focused on goal attainment, organizing and scheduling work, solving problems, and maintaining work processes. Copyright © 2015

15 Behavioral Approaches to Leadership (cont’d)
The University of Michigan studies identified the behavioral characteristics of effective leaders: Job-centered behaviors— supervisory activities such as planning, scheduling, and coordinating work activities. Employee member-centered behaviors—consideration and support for organizational members. Copyright © 2015

16 Blake and Mouton’s Managerial Grid®
High Blake and Mouton’s Managerial Grid® 1,9 Accommodating (Yield and Comply) I support results that establish and reinforce harmony. I generate enthusiasm by focusing on positive and pleasing aspects of work. 9,9 Sound (Contribute and Commit) I support team action in a way that invites involvement and commitment. I explore all facts and alternative views to reach a shared understanding of the best solution. 9 8 7 6 5,5 Status Quo (Balance and Compromise) I endorse results that are popular but caution against taking unnecessary risk. I test my opinions with others involved to assure ongoing acceptability. Concern for People 5 4 9,1 Controlling (Direct and Dominate) I expect results and take control by clearly stating a course of action. I enforce rules that sustain high results and do not permit deviation. 3 1,1 Indifferent (Evade and Elude) I distance myself from taking active responsibility for results to avoid getting entangled in problems. If forced, I take a passive or supportive position. 2 1 Low Source: Adapted from R. McKee and B. Carlson The Power to Change, p.16. Copyright © 1999 by Grid International, Inc. Reproduced by permission of the owners. 1 2 3 4 5 6 7 8 9 Low High Concern for Production Copyright © 2015

17 Situational (Contingency) Approaches to Leadership
Contingency theory of leadership Different leadership styles are effective as a function of the favorableness of the leadership situation. Creating a match of leadership style and situation: Assessing the leader’s disposition toward others by using their least preferred co-worker (LPC) score. Assessing situational favorableness Copyright © 2015

18 Situational (Contingency) Approaches to Leadership (cont’d)
Contingency theory of leadership (cont’d) Least preferred co-worker (LPC) score High LPC scores = relationship-oriented leaders. Low LPC scores = task-oriented leaders. Situational favorableness Favorable situations allow leaders more control/ influence over the group process. Leader member relations, task structure, leader position power Copyright © 2015

19 Fiedler’s Contingency Model of Leader-Situation Matches
Performance Favorable Good Poor Moderate Unfavorable Good Poor High Low Strong Weak Leader-Member Relations Task Structure Leader Position Power 1 2 3 4 5 6 7 8 Task Motivated Relationship Motivated Source: Adapted from F. E. Fiedler and M. M. Chemers Leadership and effective management. Glenview, IL: Scott, Foresman. Copyright © 2015

20 Situational (Contingency) Approaches to Leadership (cont’d)
Path-Goal theory Leadership is path- and goal-oriented. Effective leaders provide organizational members with a path to a valued goal. Different leadership styles are effective as a function of the task confronting the group. Copyright © 2015

21 The Path-Goal Leadership Model
Subordinate Outcomes Motivation Satisfaction Performance Leader Behavior Supportive Directive Participative Achievement-Oriented Situational Forces Work Environment Subordinate Characteristics Combine to Influence Copyright © 2015

22 Substitutes for and Neutralizers of Leader Behavior
Source: Leadership in organizations by G. A. Yuki. Copyright © Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ Copyright © 2015

23 Substitutes for and Neutralizers of Leader Behavior (cont’d)
Source: Leadership in organizations by G. A. Yuki. Copyright © Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ Copyright © 2015

24 Transformational, Visionary, and Charismatic Leadership
Transformational leader A leader who moves and changes things “in a big way” by inspiring others to perform the extraordinary. Charisma, individualized consideration, intellectual stimulation, inspirational motivation Visionary leader An individual who is capable of influencing others through an emotional and/or intellectual attraction to the leader’s dream for that which “can be.” Copyright © 2015

25 Transformational, Visionary, and Charismatic Leadership (cont’d)
Charisma—a special personal magnetic charm or appeal that arouses loyalty and enthusiasm in a leader-follower relationship. Charismatic leader—a person who possess legitimate power that arises from “exceptional sanctity, heroism, or exemplary character.” Copyright © 2015

26 Leadership Needs in the 21st Century
The magnitude of change will demand: More leadership Newer forms of leadership Tomorrow’s leaders Strategic opportunists Global/cultural/diversity awareness Decentralized managers Interpersonally competent Builders of organizational communities Copyright © 2015


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