1. PowerPoint Presentation to Accompany Management, 2/e John R. Schermerhorn, Jr. and Barry Wright Prepared by: Jim LoPresti University of Colorado, Boulder Revised by: Dr. Shavin Malhotra Ryerson University, Toronto, Ontario Published by: John Wiley & Sons Canada, Ltd. Chapter 11: Leading and Leadership Development

2.  What is the nature of leadership?  What are the important leadership traits and behaviours?  What are the contingency approaches to leadership?  What are some current issues in leadership development?  What is the communication process?  How can communication be improved? Planning Ahead — Chapter 11 Study Questions Management 2e - Chapter 112

3.  Leadership. The process of inspiring others to work hard to accomplish important tasks.  Contemporary leadership challenges : Shorter time frames for accomplishing things. Expectations for success on the first attempt. Complex, ambiguous, and multidimensional problems. Taking a long-term view while meeting short-term demands. Study Question 1: What is the nature of leadership? Management 2e - Chapter 113

4. Figure 11.1 Leading viewed in relationship to the other management functions. Management 2e - Chapter 114

5.  Power. Ability to get someone else to do something you want done or make things happen the way you want.  Power should be used to influence and control others for the common good rather seeking to exercise control for personal satisfaction.  Two sources of managerial power: Position power. Personal power. Study Question 1: What is the nature of leadership? Management 2e - Chapter 115

6.  Position power. Based on a manager’s official status in the organization’s hierarchy of authority.  Sources of position power: Reward power. Capability to offer something of value. Coercive power. Capability to punish or withhold positive outcomes. Legitimate power. Organizational position or status confers the right to control those in subordinate positions. Study Question 1: What is the nature of leadership? Management 2e - Chapter 116

7.  Personal power. Based on the unique personal qualities that a person brings to the leadership situation.  Sources of personal power : Expert power. Capacity to influence others because of one’s knowledge and skills. Referent power. Capacity to influence others because they admire you and want to identify positively with you. Study Question 1: What is the nature of leadership? Management 2e - Chapter 117

8. Figure 11.2 Sources of position power and personal power used by managers. Management 2e - Chapter 118

9.  Visionary leadership. Vision A future that one hopes to create or achieve in order to improve upon the present state of affairs. Visionary leadership A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully. Study Question 1: What is the nature of leadership? Management 2e - Chapter 119

10.  Meeting the challenges of visionary leadership: Challenge the process. Show enthusiasm. Help others to act. Set the example. Celebrate achievements. Study Question 1: What is the nature of leadership? Management 2e - Chapter 1110

11.  Servant leadership Commitment to serving others. Followers more important than leader. “Other centered” not “self-centered”. Power not a “zero-sum” quantity. Focuses on empowerment, not power. Study Question 1: What is the nature of leadership? Management 2e - Chapter 1111

12.  Servant Leadership and empowerment. Empowerment. The process through which managers enable and help others to gain power and achieve influence. Effective leaders empower others by providing them with: Information. Responsibility. Authority. Trust. Study Question 1: What is the nature of leadership? Management 2e - Chapter 1112

13.  Traits that are important for leadership success: Drive Self-confidence Creativity Cognitive ability Business knowledge Motivation Flexibility Honesty and integrity Study Question 2: What are the important leadership traits and behaviours? Management 2e - Chapter 1113

14.  Leadership behaviour Leadership behaviour theories focus on how leaders behave when working with followers. Leadership styles are recurring patterns of behaviours exhibited by leaders. Basic dimensions of leadership behaviours: Concern for the task to be accomplished. Concern for the people doing the work. Study Question 2: What are the important leadership traits and behaviours? Management 2e - Chapter 1114

15. Study Question 2: What are the important leadership traits and behaviours?  Task concerns Plans and defines work to be done. Assigns task responsibilities. Sets clear work standards. Urges task completion. Monitors performance results.  People concerns Acts warm and supportive toward followers. Develops social rapport with followers. Respects the feelings of followers. Is sensitive to followers’ needs. Shows trust in followers. Management 2e - Chapter 1115

16.  Blake and Mouton Leadership Grid  Team management. High task concern; high people concern. Authority-obedience management. High task concern; low people concern. Country club management. High people concern; low task concern. Impoverished management. Low task concern; low people concern. Middle of the road management. Non-committal for both task concern and people concern. Study Question 2: What are the important leadership traits and behaviours? Management 2e - Chapter 1116

17. Figure 11.3 Managerial styles in Blake and Mouton’s Leadership Grid. Management 2e - Chapter 1117

18.  Classic leadership styles : Autocratic style. Emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion. Human relations style Emphasizes people over work Laissez-faire style. Shows little concern for task, lets the group make decisions, and acts with a “do the best you can and don’t bother me” attitude. Democratic style. Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies. Study Question 2: What are the important leadership traits and behaviours? Management 2e - Chapter 1118

19. Study Question 3: What are the contingency approaches to leadership?  Fiedler’s Contingency Model. Good leadership depends on a match between leadership and situational demands. Determining leadership style: Low LPC  task-motivated leaders. High LPC  relationship-motivated leaders. Leadership is part of one’s personality, and therefore relatively enduring and difficult to change. Leadership style must be fit to the situation. Management 2e - Chapter 1119

20. Study Question 3: What are the contingency approaches to leadership?  Fiedler’s contingency model (cont.). Diagnosing situational control: Quality of leader-member relations (good or poor). Degree of task structure (high or low). Amount of position power (strong or weak). Task oriented leaders are most successful in: Very favourable (high control) situations. Very unfavourable (low control) situations. Relationship-oriented leaders are most successful in: Situations of moderate control. Management 2e - Chapter 1120

21. Figure 11.4 Matching leadership style and situation: summary predictions from Fiedler’s contingency theory. Management 2e - Chapter 1121

22.  Hersey-Blanchard situational leadership model. Leaders adjust their styles depending on the readiness of their followers to perform in a given situation. Readiness — how able, willing and confident followers are in performing tasks. Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1122

23. Figure 11.5 Leadership implications of the Hersey- Blanchard situational leadership model. Management 2e - Chapter 1123

24.  Hersey-Blanchard leadership styles: Delegating. Low-task, low-relationship style. Works best in high readiness-situations Participating. Low-task, high-relationship style. Works best in low- to moderate-readiness situations. Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1124

25.  Hersey-Blanchard leadership styles: Selling. High-task, high-relationship style. Work best in moderate- to high-readiness situations. Telling. High-task, low-relationship style. Work best in low-readiness situations. Study Question 3: What are the contingency approaches of leadership? Management 2e - Chapter 1125

26.  House’s path-goal leadership theory. Effective leadership deals with the paths through which followers can achieve goals. Leadership styles for dealing with path- goal relationships: Directive leadership. Supportive leadership. Achievement-oriented leadership. Participative leadership. Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1126

27. Figure 11.6 Contingency relationships in the path-goal leadership theory. Management 2e - Chapter 1127

28.  House’s leadership styles: Directive leadership. Communicate expectations. Give directions. Schedule work. Maintain performance standards. Clarify leader’s role. Supportive leadership. Make work pleasant. Treat group members as equals. Be friendly and approachable. Show concern for subordinates’ well-being. Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1128

29.  House’s leadership styles : Achievement-oriented leadership. Set challenging goals. Expect high performance levels. Emphasize continuous improvement. Display confidence in meeting high standards. Participative leadership. Involve subordinates in decision making. Consult with subordinates. Ask for subordinates’ suggestions. Use subordinates’ suggestions. Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1129

30.  When to use House’s leadership styles: Use directive leadership when job assignments are ambiguous. Use supportive leadership when worker self- confidence is low. Use participative leadership when performance incentives are poor. Use achievement-oriented leadership when task challenge is insufficient. Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1130

31.  Leader-Member Exchange Theory (LMX) Not all people are treated the same by leaders in leadership situations “In groups” High LMX “Out groups” Low LMX Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1131

32.  Leader-Member Exchange Theory (LMX) Nature of the exchange is based on presumed characteristics by the leader High LMX relationship: favourable personality competency compatibility Low LMX relationship: low competency unfavourable personality low compatibility Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1132

33. Figure 11.7 Elements of leader-member exchange theory. Management 2e - Chapter 1133

34. Study Question 3: What are the contingency approaches to leadership?  Vroom-Jago leader-participation theory. Helps leaders choose the method of decision making that best fits the nature of the problem situation. Basic decision-making choices: Authority decision. Consultative decision. Group decision. Management 2e - Chapter 1134

35. Figure 11.8 Leadership implications of Vroom-Jago leader-participation model. Management 2e - Chapter 1135

36. Study Question 3: What are the contingency approaches to leadership?  Decision-making options in the Vroom-Jago leader-participation theory: Decide alone. Consult individually. Consult with group. Facilitate. Delegate. Management 2e - Chapter 1136

37. Study Question 3: What are the contingency approaches to leadership?  Contingency factors in the Vroom-Jago leader-participation theory: Decision quality. Who has the information needed for problem solving. Decision acceptance. Importance of subordinate acceptance to eventual implementation. Decision time. Time available to make and implement the decision. Management 2e - Chapter 1137

38.  According to Vroom-Jago leader- participation theory, a leader should use authority-oriented decision methods when The leader has greater expertise to solve a problem. The leader is confident and capable of acting alone. Others are likely to accept and implement the decision. Little or no time is available for discussion. Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1138

39.  According to Vroom-Jago leader-participation theory, a leader should use group-oriented and participative decision methods when … the leader lacks sufficient information to solve a problem by himself/herself. the problem is unclear and help is needed to clarify the situation. acceptance of the decision and commitment by others is necessary for implementation. adequate time is available for true participation. Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1139

40.  Benefits of participative decision methods: Help improve decision quality. Help improve decision acceptance. Helps develop leadership potential.  Potential disadvantages of participative decision methods: Lost efficiency. Not particularly useful when problems must be solved immediately. Study Question 3: What are the contingency approaches to leadership? Management 2e - Chapter 1140

41. Study Question 4: What are some current issues in leadership development?  Superleaders. Persons whose vision and strength of personality have an extraordinary impact on others.  Charismatic leaders. Develop special leader-follower relationships and inspire others in extraordinary ways. Management 2e - Chapter 1141

42. Study Question 4: What are some current issues in leadership development?  Transactional leadership Someone who directs the efforts of others through tasks, rewards, and structures  Transformational leadership Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments. Management 2e - Chapter 1142

43.  Characteristics of transformational leaders: Vision. Charisma. Symbolism. Empowerment. Intellectual stimulation. Integrity. Study Question 4: What are some current issues in leadership development? Management 2e - Chapter 1143

44. Study Question 4: What are some current issues in leadership development?  Emotional intelligence. The ability of people to manage themselves and their relationships effectively. Components of emotional intelligence: Self-awareness. Self-regulation. Motivation. Empathy. Social skill. Management 2e - Chapter 1144

45. Study Question 4: What are some current issues in leadership development?  Gender and leadership. Both women and men can be effective leaders. Women tend to use interactive leadership. A style that shares qualities with transformational leadership. Men tend to use transactional leadership. Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace. Management 2e - Chapter 1145

46. Study Question 4: What are some current issues in leadership development?  Gender and leadership Future leadership success will depend on a person’s capacity to lead through: Openness. Positive relationships. Support. Empowerment. Management 2e - Chapter 1146

47.  Moral leadership. Ethical leadership adheres to moral standards meeting the test of “good” rather than “bad” and “right” rather than “wrong.” All leaders are expected to maintain high ethical standards. Long-term, sustainable success requires ethical behaviour. Integrity involves the leader’s honesty, credibility, and consistency in putting values into action. Study Question 4: What are some current issues in leadership development? Management 2e - Chapter 1147

48.  Moral leadership Leaders with integrity earn the trust of their followers. Leaders have a moral obligation to build performance capacities by awakening people’s potential. Authentic leadership activates performance through the positive psychological states of confidence, hope, optimism, and resilience. Authentic leadership helps in clearly framing and responding to moral dilemmas, and serving as ethical role models. Study Question 4: What are some current issues in leadership development? Management 2e - Chapter 1148

49.  Drucker’s “old-fashioned” leadership. Leadership is more than charisma; it is “good old-fashioned” hard work. Essentials of “old-fashioned” leadership: Defining and establishing a sense of mission. Accepting leadership as a “responsibility” rather than a rank. Earning and keeping the trust of others. Study Question 4: What are some current issues in leadership development? Management 2e - Chapter 1149

50. Management 2e - Chapter 1150 Study Question 5: What is the communication process?  Communication. An interpersonal process of sending and receiving symbols with messages attached to them.  Key elements of the communication process : Sender. Message. Communication channel. Receiver. Interpreted meaning. Feedback.

51. Management 2e - Chapter 1151 Figure 11.9 The interactive two-way process of interpersonal communication.

52. Management 2e - Chapter 1152 Study Question 5: What is the communication process?  Effective and efficient communication: Effective communication Occurs when the intended meaning of the sender is identical to the interpreted meaning of the receiver. Efficient communication Occurs at a minimum resource cost. Potential trade-offs between effectiveness and efficiency must be recognized.

53. Management 2e - Chapter 1153 Study Question 5: What is the communication process?  Persuasion and credibility in communication. Communication is used for sharing information and influencing other people. Persuasion is getting someone else to support the message being presented. Horizontal structures and empowerment are important contexts for persuasion.

54. Management 2e - Chapter 1154 Study Question 5: What is the communication process?  Persuasion and credibility in communication Expert power and referent power are essential for persuasion. Credibility involves trust, respect, and integrity in the eyes of others. Credibility can be built through expertise and relationships.

55. Management 2e - Chapter 1155 Study Question 5: What is the communication process?  Sources of noise in communication: Poor choice of channels. Poor written or oral expression. Failure to recognize nonverbal signals. Physical distractions. Status effects.

56. Management 2e - Chapter 1156 Study Question 5: What is the communication process?  Poor choice of channels. Choose the channel that works best. Written channels work for messages that: Are simple and easy to convey. Require extensive dissemination quickly. Convey formal policy or authoritative directives. Spoken channels work best for messages that: Are complex or difficult to convey where immediate feedback is needed. Attempt to create a supportive, even inspirational, climate.

57. Management 2e - Chapter 1157 Study Question 5: What is the communication process?  Guidelines for making oral presentations : Be prepared. Set the right tone. Sequence points. Support your points. Accent the presentation. Add the right amount of polish. Check your technology. Don’t bet on the Internet. Be professional.

58. Management 2e - Chapter 1158 Study Question 5: What is the communication process?  Failure to recognize nonverbal signals. Nonverbal communication takes place through gestures, facial expressions, body posture, eye contact, and use of interpersonal space. Mixed messages occur when a person’s words and nonverbal signals communicate different things. The growing use of communication technologies causes important nonverbal communication to be lost.

59. Management 2e - Chapter 1159 Study Question 5: What is the communication process?  Physical distractions. Include interruptions from telephone calls, drop-in visitors, a lack of privacy, etc. Can interfere with the effectiveness of a communication attempt. Can be avoided or at least minimized through proper planning.

60. Management 2e - Chapter 1160 Study Question 5: What is the communication process?  Status effects. Occur when an organization’s hierarchy of authority creates a barrier to effective communication. Status effects include: Filtering — the intentional distortion of information to make it appear favourable to the recipient. Subordinates acting as “yes men.”

61. Management 2e - Chapter 1161 Study Question 6: How can communication be improved?  Active listening. The process of taking action to help someone say exactly what he or she really means.  Rules for active listening : Listen for message content. Listen for feelings. Respond to feelings. Note all cues, verbal and nonverbal. Paraphrase and restate.

62. Management 2e - Chapter 1162 Study Question 6: How can communication be improved?  Five rules for good listening: Listen for message content. Listen for feelings. Respond to feelings. Note all cues. Paraphrase and restate.

63. Management 2e - Chapter 1163 Study Question 6: How can communication be improved?  Feedback. The process of telling others how you feel about something they did or said, or about the situation in general.  Constructive feedback guidelines : Give it directly. Make it specific. Give it when the receiver is willing/able to accept it. Make sure it is valid. Give it in small doses.

64. Management 2e - Chapter 1164 Study Question 6: How can communication be improved?  Proxemics and space design. Proxemics is the use of interpersonal space. Interpersonal space is an important nonverbal cue. Workspace layout is often overlooked as a form of nonverbal communication but is being increasingly recognized for its impact on communication and behaviour.

65. Management 2e - Chapter 1165 Study Question 6: How can communication be improved?  Use of communication channels. Channel richness is the capacity of a communication channel to carry information in an effective manner. Low channel richness is impersonal, one-way, and fast. High channel richness is personal, two-way, and slow. Managers need to choose a channel with the appropriate richness for the communication.

66. Management 2e - Chapter 1166 Study Question 6: How can communication be improved?  Ways to keep communication channels open through interactive management. Management by wandering around (MBWA). Open office hours. Regular employee group meetings. Computer-mediated meetings and video conferences. Employee advisory councils. Communication consultants. 360-degree feedback.

67. Management 2e - Chapter 1167 Study Question 6: How can communication be improved?  Tips on Managing Email. Read items once Take action immediately. Purge folders of useless messages. Send group mail/reply to all only when necessary. Remove yourself from distribution lists that don’t add value. Send short messages in the subject line. Put large files on websites. Use instant messaging as an alternative Don’t forget the basic rule of email privacy – there isn’t any.

68. Management 2e - Chapter 1168 Figure 11.10 Channel richness and the use of communication media.

69. Management 2e - Chapter 1169 Study Question 6: How can communication be improved?  Technology utilization. Information technologies facilitate communication. The electronic grapevine speeds messages and information from person to person. Functional if information is accurate and useful. Dysfunctional if information is false, distorted, or based on rumor. E-mail privacy. Employer’s policy on personal e-mail. Don’t assume that e-mail privacy exists at work..

70. Management 2e - Chapter 1170 Study Question 6: How can communication be improved?  Valuing culture and diversity. Ethnocentrism is the tendency to consider one’s culture superior to any and all others. Ethnocentrism can cause people to: Not listen to others. Address or speak to others in ways that alienate them. Use inappropriate stereotypes in dealing with someone from another culture.

71. COPYRIGHT Copyright © 2011 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.