Ch. 13. Leadership - WordPress.com · Ch. 13. Leadership. Course outline ... Boss-centered....
Transcript of Ch. 13. Leadership - WordPress.com · Ch. 13. Leadership. Course outline ... Boss-centered....
Dan C. Lungescu, PhD, assistant professor2015-2016
ManagementPart IV: Leading
Ch. 13. Leadership
Course outline
Part I: Introduction
Part II: Planning
Part III: Organizing
Part IV: Leading
Part V: Controlling
Management
Part IV outline
Part IV: Leading
Management
Ch. 12. Motivation
Ch. 13. Leadership
Ch. 14. Communication
Ch. 15. Managing groups
Learning objectives
After studying this chapter, you should:
Define power and review the bases of individual power. Discuss the concept of empowerment. Define and discuss the role of formal and emergent
leadership. Explain and evaluate the trait approach to leadership. Explain the task function and social-emotional function of
emergent leadership and the concepts of considerationand initiating structure.
Describe and evaluate Fiedler’s contingency theory and other situational theories.
Chapter 13 outline
A. Power in organizations
B. What is a leader?
C. The nature of leadership
D. Leadership traits
E. Leadership styles
F. Contingent leadership
A. Power in organizations
Outline » A. Power in organizations
The capacity to influence others who are in a state of dependence.
Power
Power is only the capacity – it is not always exercised.
Power is only the possibility, not the right to influence.
Power can flow in any direction in an organization.
This broad concept applies to both individuals and groups.
The fact that the target of power is dependent on the power holderdoes not imply that a poor relationship exists between the two.
The bases of individual power
Outline » A. Power in organizations » The bases of individual power
Personal power
Referent power. Expert power. Information power. Connection power.
Positional power
Legitimate power. Reward power. Coercive power. Resource power.
John French and Bertram Raven:
I. Positional power
Outline » A. Power in organizations » The bases of individual power » I. Positional power
it bakes up legitimate power
it bakes up legitimate power
Derived from the right to allocate resources and to control others’access to those resources.
4. Resource power
Derived from a person’s position or job in an organization.
1. Legitimate power (formal power, authority)
Derived from the ability to provide positive outcomes and preventnegative outcomes.
2. Reward power
Derived from the use of punishment and threat.
3. Coercive power
II. Personal power
Outline » A. Power in organizations » The bases of individual power » II. Personal power
Derived from being well liked by others.It stems from identification with the power holder.
1. Referent power
Derived from having special information or expertise that is valuedby an organization.It corresponds to difficulty of replacement.
2. Expert power
Derived from having access to non-professional information.
3. Information power
Derived from being able to use links to other influential people tosupport the more direct power of the power holder.
4. Connection power
Empowerment
Outline » A. Power in organizations » Empowerment
Giving people the authority, opportunity, and motivation to takeinitiative and solve organizational problems.» putting power where it is needed.
Empowerment
Authority to solve an organizational problem (legitimate power) might beincluded in a job description, or a boss might delegate it to a subordinate.
1. Authority
Having opportunity usually means freedom from bureaucratic barriers andother system problems that block initiative.
2. Opportunity
Hiring people who will be intrinsically motivated by power and opportunity;aligning extrinsic rewards with successful performance; expressingconfidence in subordinates’ abilities.
3. Motivation
Power and performance
Outline » A. Power in organizations » Power and performance
Power
Perf
orm
ance
Inadequate Sufficient Excessive
Ineffective
Effective
B. What is a leader?
Outline » B. What is a leader?
What is a leader? (2)
Outline » B. What is a leader? (2)
Someone situated in front of a group. A person who conducts, guides, or inspires others. The person exerting the influence. Head, boss, chief, director, conductor, ruler, strongman. Anybody who makes people do what he/she wants them to do,
even if they do not wish to do so.
Leader
Person or function (rank) that holds a dominant or superior positionwithin its field, and is able to exercise a high degree of control orinfluence over others.
Leader
The one who has followers.
Leader
Types of leaders
Outline » B. What is a leader? » Types of leaders
Formal leader(manager)
Officially in front of his/her group.
Followed because of his/her position.
Informal leader(emergent leader)
Accepted as leaders by his/her followers.
Followed because of his/her personality.
Leader’s roles
Outline » B. What is a leader? » Leader’s roles
Create an inspiring vision and lead by example.
Empower, inspire and energize people.
Build and lead a team.
C. The nature of leadership
Outline » C. The nature of leadership
The influence that particular individuals exert on the goalachievement of others in an organizational context.
Leadership
Leadership is a relationship between those who aspire to lead andthose who choose to follow.
1. Relationship
Leadership is a process whereby an individual influences a group ofindividuals to achieve a common goal.
2. Process
Leadership is the ability of an individual to influence, motivate, andenable others to contribute toward the effectiveness and success ofthe organization.
3. Ability
Three major points in leadership
Outline » C. The nature of leadership » Three major points in leadership
Leadership
Follower
Leader
Situation
Major issues in leadership
Outline » C. The nature of leadership » Major issues in leadership
Are leaders born or made?
Leadership traits
Leader’s behavior (style)
Contingency theories
Modern leadership
D. Leadership traits
Outline » D. Leadership traits
Distinctive internal qualities or characteristics of an individual, suchas physical characteristics, personality characteristics, skills andabilities, and social factors.
Leadership traits
Traits usually associated with leadership effectiveness:Intelligence
Energy
Self-confidence
Dominance
Motivation to lead
Emotional stability
Honesty and integrity
Need for achievement
Traits associated with individuals identified as leaders:intelligence, dominance, aggressiveness, decisiveness.
E. Leadership styles
Outline » E. Leadership styles
Decision-making styles (authoritarianism)
II. Iowa studies
III. The leadership continuum
Concern for structure vs. people
IV. Ohio State studies
V. Michigan studies
I. Theories X and Y [see Chapter 2]
VI. Leadership grid
II. Iowa studies
Outline » E. Leadership styles » II. Iowa studies
Kurt Lewin [1890-1947](followed by Lippitt and White) » leader styles.
1. Autocratic
1.a. Directive autocrat
1.b. Permissive autocrat
1+. Paternalistic
2. Democratic
2.a. Directive democrat
2.b. Permissive democrat
3. Laissez-faire
Iowa studies (2)
Outline » E. Leadership styles » II. Iowa studies (2)
The leader makes unilateral decisions, dictates work methods, limits workerknowledge about goals to just the next step to be performed, andsometimes gives feedback that is punitive.
1. Autocratic
The leader is a dictator; however, when making decisions he/she takes intoaccount the best interests of the subordinates.
1+. Paternalistic
The leader involves the group in decision making, lets the group determinework methods, makes overall goals known, and uses feedback as anopportunity for helpful coaching.
2. Democratic
The leader generally gives the group complete freedom, provides necessarymaterials, participates only to answer questions, and avoids givingfeedback.
3. Laissez-faire
III. The leadership continuum
1. Tells: Manager makes decision and announces it.2. Sells: Manager sells decision.3. Suggests: Manager presents ideas and invites questions.4. Consults: Manager presents tentative decision subject to change.5. Joins: Manager presents problem, gets suggestions, makes decision.6. Delegates: Manager defines limits; asks group to make decision.7. Abdicates: Manager permits subordinates to function within limits
defined by superior.
Outline » E. Leadership styles » III. The leadership continuum
Robert Tannenbaum & Warren Schmidt» a continuum of leadership behaviors.
Subordinate-centeredleadership
Boss-centeredleadership
Area offreedom for subordinates
Use of authority by the manager
1 2 3 4 5 6 7
IV. Ohio State studies
Outline » E. Leadership styles » IV. Ohio State studies
The degree to which a leader defines his/her own role and the rolesof subordinates in terms of achieving unit goals.
1. Initiating structure
The degree to which a leader builds mutual trust with subordinates,respects their ideas, and shows concern for their feelings.
2. Consideration
The two most important dimensions in leadership:
These characteristics could be either high or low.They were independent of one another.
V. Michigan studies
Outline » E. Leadership styles » V. Michigan studies
Two types of leaders:
2. Employee centered
1. Job centered
Three critical characteristics of effective leaders:
1. Task oriented behavior
2. Relationship-oriented behavior
3. Participative leadership
VI. Leadership grid
Outline » E. Leadership styles » VI. Leadership grid
Robert Blake&
Jane Mouton
Original name: managerial grid.
Concern for production
Conc
ern
for p
eopl
e
1 2 3 4 5 6 7 98
9
8
7
6
5
4
3
2
1
1,9Country club management
9,9Team
management
1,1Impoverished management
9,1Authority-obedience
5,5Organization
man management
Leadership grid (2)
Outline » E. Leadership styles » VI. Leadership grid (2)
Efficiency in operations results from arranging conditions of work in such away that human elements interfere to a minimum degree.
9,1 – Authority-obedience
Thoughtful attention to needs of people for satisfying relationships leads toa comfortable friendly organization atmosphere and work tempo.
1,9 – Country club management
Exertion of minimum effort to get required work done is appropriate tosustain organization membership.
1,1 – Impoverished management
Work accomplishment is from committed people; interdependence through acommon stake in organization purpose leads to relations of trust and respect.
9,9 – Team management
Adequate organization performance is possible through balancing the necessityto get out work with maintaining morale of people at a satisfactory level.
5,5 – Organization man management
F. Contingent leadership
Outline » F. Contingent leadership
Theories of leadership that take into consideration importantsituational factors.
Contingent leadership (situational theories)
The most important situational theories:
I. Situational leadership theory
II. Feadler’s contingency model
III. Normative leadership model
IV. Path-goal theory
I. Situational leadership theory
Outline » F. Contingent leadership » I. Situational leadership theory
A theory based on the premise that leaders need to alter theirbehaviors depending on one major situational factor – thereadiness of followers (their organizational maturity).
Situational leadership theory
Authors: Paul Hersey & Ken Blanchard.
Follower readiness:
1. Very high: able and willing or confident
2. High: able but unwilling or insecure
3. Low: unable but willing or confident
4. Very low: unable and unwilling or insecure
Leadership styles
Outline » F. Contingent leadership » I. Situational leadership theory » Leadership styles
Four leadership quadrants prescribes theappropriate leadership style for a given level of readiness:
Giving individuals specific directions on what to do and how to do it.
1. Telling style
Giving specific directions, but it is also supportive of the individual’swillingness and enthusiasm.
2. Selling style
Supportive style, in which the leader emphasizes two-waycommunication and collaboration.
3. Participating style
Little support or direction.
4. Delegating style
Choosing a leadership style
Outline » F. Contingent leadership » I. Situational leadership theory » Choosing a style
Follower readiness
Task behavior(Guidance)
Relationship behavior(Supportive behavior)
veryhigh high low
verylow
delegating
participating selling
telling
II. Fiedler’s contingency model
Outline » F. Contingent leadership » II. Fiedler’s contingency model
A situational approach that posits that leaders differ in the degreesof their orientation toward the task versus that toward the people –it identifies the types of situations in which each kind of leader islikely to do best.
Fiedler’s contingency model
The leader is asked to describe the person with whom he/she canwork least well by rating the person on a range of 1 to 8 points foreach set.
LPC testLPC = least preferred coworker
A personality trait indicating the extent to which an individualplaces a higher priority or value on personal relationships than ontask accomplishment.
LPC orientation
LPC test (sample items)
Outline » F. Contingent leadership » II. Fiedler’s contingency model » LPC test (sample items)
Unpleasant 1 2 3 4 5 6 7 8 PleasantUnfriendly 1 2 3 4 5 6 7 8 Friendly
Rejecting 1 2 3 4 5 6 7 8 AcceptingTense 1 2 3 4 5 6 7 8 Relaxed
Distant 1 2 3 4 5 6 7 8 CloseCold 1 2 3 4 5 6 7 8 Warm
Hostile 1 2 3 4 5 6 7 8 SupportiveBoring 1 2 3 4 5 6 7 8 Interesting
Quarrelsome 1 2 3 4 5 6 7 8 Harmonious
LPC test (sample items) (2)
Outline » F. Contingent leadership » II. Fiedler’s contingency model » LPC test (sample items) (2)
Gloomy 1 2 3 4 5 6 7 8 CheerfulClosed 1 2 3 4 5 6 7 8 Open
Backbiting 1 2 3 4 5 6 7 8 LoyalUntrustworthy 1 2 3 4 5 6 7 8 TrustworthyInconsiderate 1 2 3 4 5 6 7 8 Considerate
Nasty 1 2 3 4 5 6 7 8 NiceDisagreeable 1 2 3 4 5 6 7 8 Agreeable
Insincere 1 2 3 4 5 6 7 8 SincereUnkind 1 2 3 4 5 6 7 8 Kind
Assessing the situation
Outline » F. Contingent leadership » II. Fiedler’s contingency model » Assessing the situation
Three situational factors that affect the degree offavorability (the degree of situational control)for a leader:
The extent to which a leader has the support of group members.
1. Leader-member relations
The extent to which a task is clearly specified with regard togoals, methods, and standards of performance.
2. Task structure
The amount of power that the organization gives the leader toaccomplish necessary tasks.
3. Position power
Matching style and situation
Outline » F. Contingent leadership » II. Fiedler’s contingency model » Matching style and situation
strong weak strong weak strong weak strong weak
high low
good poor
high low
Leader-member relations
Task structure
Position power
Correlations between LPC orientation
and performance
0
1
-1
Situational favorability/control
Relationship-motivated leaders perform better
Task-motivated leaders perform better
III. Normative leadership model
Outline » F. Contingent leadership » III. Normative leadership model
A model that helps leaders assess critical situational factors thataffect the extent to which they should involve subordinates inparticular decisions.
Normative leadership model
Author: Victor Vroom.
Critical situational factors (questions)
Decision styles (leadership styles)
Choosing one leadership style
Critical situational factors1. QR – quality requirement: how important is the technical
quality of this decision?2. CR – commitment requirement: how important is subordinate
commitment to the decision?3. LI – leader’s information: do you have sufficient information to
make a high-quality decision?4. ST – problem structure: is the problem well-structured?5. CP – commitment probability: if you were to make that decision
by yourself, is it reasonably certain that your subordinate(s) would be committed to the decision?
6. GC – goal congruence: do subordinates share the organization goals to be attained in solving this problem?
7. CO – subordinate conflict: is conflict among subordinates over preferred solutions likely?
8. SI – subordinate information: do subordinates have sufficient information to make a high-quality decision?
Outline » F. Contingent leadership » III. Normative leadership model » Critical situational factors
Decision styles
A1 – you solve the problem or make the decision yourself using the information available to you at the present time.A2 – you obtain any necessary information from subordinates, then decide on a solution yourself.C1 – you share the problem with the relevant subordinates individually, getting their ideas and suggestions without bringing them together as a group. Then you make the decision.C2 – you share the problem with your subordinates in a group meeting. In this meeting you obtain their ideas and suggestions. Then you make the decision.P – you share the problem with your subordinates as a group. Together you generate and evaluate alternatives and attempt to reach agreement (consensus) on a solution.
Outline » F. Contingent leadership » III. Normative leadership model » Decision styles
Choosing one leadership style
Outline » F. Contingent leadership » III. Normative leadership model » Choosing one decision style
QR CR LI ST CP GC CO SI
yesno
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A1
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A2
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A1
Dan C. Lungescu, PhD, assistant professor2015-2016