CHAPTER-10

LEADERSHIP

Dr. Gehan Shanmuganathan, (DBA)1

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CHAPTER OBJECTIVES

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CHAPTER OBJECTIVES 1 Differentiate between leadership and management.2 Describe how leaders are able to influence and empower team

members.3 Identify important leadership characteristics and behaviors.4 Describe participative leadership, authoritarian leadership,

leadership grid, situational leadership, and entrepreneurial leadership

5 Describe transformational and charismatic leadership.6 Explain the leadership role of mentoring and coaching.7 Pinpoint leadership approaches to dealing with adversity and

crises8 Identify the skills that contribute to leadership.

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LEADERSHIP DEFINED..

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LEADERSHIP

The ability to inspire

confidence and support

among the people who are

needed to achieve

organizational goals

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LINK BETWEEN LEADERSHIP AND MANAGEMENT

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LINK BETWEEN LEADERSHIP AND MANAGEMENT

Formal and scientific Relies on planning,

budgeting, and controlling

Uses techniques based on reasoning

Maintains the status quo

Involves having a vision

Requires teamwork and cooperation by motivating and persuading

Challenge the status quo

Management Leadership

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LEADERS VERSUS MANAGERS

LEADERS VERSUS MANAGERS

A Leader is . . . Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Independent One who shares

knowledge

A Manager is . . . Rational (reasoning) Consulting Persistent Problem-solving Tough-minded Analytical Structured Deliberative Authoritative Stabilizing One who centralizes

knowledge

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THE LEADERSHIP USE OF POWER AND AUTHORITY

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POWER AND AUTHORITY

The ability or

potential to

influence decisions

and control

resources

The formal right to

get people to do

things or the

formal right to

control resources

Power Authority

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TYPES OF POWER

Subordinate Power Referent

Power

Expert Power

Coercive Power

Reward Power

Legitimate Power

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Typesof

Power

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POWER DYNAMICS Legitimate power- type of power of a leader that derives

from the position Reward power- leader’s control over rewards of value to

the group members Coercive power- leader’s control based on punishments Expert power- power drives from leader’s job-related

knowledge perceived by the group members Referent power- the ability to control based on loyalty

to leader and the group members’ desire to please him Subordinate power- type of power members can exert

upward in an organization

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INFLUENCE TACTICS

INFLUENCE TACTICS USED BY LEADERS

• Setting a good example

• Leading by values• Assertiveness• Reason and logic• Ingratiation• Bargaining• Coalition formation• Joking and kidding

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INFLUENCE TACTICS USED BY LEADERS

Leading by example- leader influences group members by serving as a positive model of desirable behavior

Leading by values- leader influences people by articulating and demonstrating values that guide the behavior of others

Assertiveness- being forthright in your demands or making orders clear

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INFLUENCE TACTICS USED BY LEADERS CONT…….

Rationality- appealing to reason and logic Ingratiation- getting somebody else to like

you, often through the use of political skill or to act in a friendly manner just before making a demand

Exchange (transactional)- influencing others by offering to reciprocate if they meet your demands

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INFLUENCE TACTICS USED BY LEADERS CONT…….

Coalition formation- is a specific arrangement of parties working together to combine their power. E.g- manager might band with others to convince the organization, employees, or customers

Joking and kidding- straightforward statements might be interpreted as a harsh criticism

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EMPLOYEE EMPOWERMENT AND EXERCISE OF POWER

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EMPLOYEE EMPOWERMENT AND EXERCISE OF POWER

To motivate employees

Offer superior customer service

To gain employee commitment

Feeling of accepting the follower (employee)

as a partner in decision making process

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SELF- LEADERSHIP

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SELF- LEADERSHIP The process of influencing oneself

Leader should set an example of self-leadership Leader should encourage with ample instructions

in self-leadership skill Leader should reward accomplishments in self-

leadership such as giving feedback on progress

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CROSS-CULTURAL PERCEPTIONS ON EMPOWERMENT

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CROSS-CULTURAL PERCEPTIONS ON EMPOWERMENT – GLOBAL STUDY….

Workers in the United States, Mexico, and Poland had favorable views of their supervisors when they used a high degree of empowerment, Indian employees, however, rated their supervisor low when empowerment was high (Indians value unequal power between superiors and subordinates)

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CHARACTERISTICS, TRAITS, AND BEHAVIORS OF EFFECTIVE LEADERS

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CHARACTERISTICS OF EFFECTIVE LEADERS

CHARACTERISTICS OF EFFECTIVE LEADERS

1. Driven, high achievers, passionate

2. Possess a strong desire to control others (power motive)

3. Self-confident

4. Trustworthy and honesty

5. Smart, knowledgeable, technically competent

6. Sense of humor

7. Emotionally intelligent

8. Leadership efficacy (effectiveness)

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BEHAVIORS AND SKILLS OF EFFECTIVE LEADERS

BEHAVIORS OF EFFECTIVE LEADERSAdapt to the situation

Provide stable performance

Visible and maintains a social presence

Provide emotional support

Give and accept frequent feedback

Have a strong customer orientation

Recover quickly from setbacks

Play the role of servant leader

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LEADERSHIP STYLES

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LEADERSHIP STYLE

The typical pattern of behavior that a

leader uses to influence his or her

employees to achieve organizational

goals

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PARTICIPATIVE LEADERSHIP STYLE

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PARTICIPATIVE LEADERSHIP STYLE

A leader who shares decision making with

group leaders

Also called team leadership style

Inculcated with empowerment

Consultative, consensus, and democratic

are also related to participative leadership style

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AUTOCRATIC LEADERSHIP STYLE

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AUTOCRATIC LEADERSHIP STYLE A task-oriented leader who retains most

of the authority for himself and or herself

and is not generally concerned with group

members’ attitudes toward decisions they tell what to do Serves a model for members Hands-on management practice

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LEADERSHIP GRID LEADERSHIP STYLE

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LEADERSHIP GRID LEADERSHIP STYLE

A visual representation of different combinations of a leader’s degree of concern for task-related issues

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FIVE STYLES OF MANAGERIAL STYLES

Country club manager- needs of people to satisfy relationships

Team manager- accomplish work through committed staff

Impoverished Manager- low relationship and work concern

Authority compliance manager- result oriented

HiLow Concern for results

Concern for people

Hi

Low

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SITUATIONAL LEADERSHIP

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SITUATIONAL LEADERSHIP

A concept that explains how to match leadership style to capabilities of group members on a given task

HERSEY AND BLANCHARD – READINESS OF THE FOLLOWERS/GROUP

SUPPORTING

TASK BEHAVIOUR (Concern for Production)

HIGHLOW

HIGH

DIRECTING

COACHING

REL

ATIO

NSH

IP B

EHAV

IOU

RC

once

rn fo

r Peo

ple

DELEGATING

TASK RELEVANT READINESS OF FOLLOWERS

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ENTREPRENEURIAL LEADERSHIP STYLE

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ENTREPRENEURIAL LEADERSHIP STYLE CHARACTERISTICS AND BEHAVIOR

A strong achievement need

High enthusiasm, creativity, and visionary

perspective

Uncomfortable with hierarchy and

bureaucracy

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TRANSFORMATIONAL AND CHARISMATIC LEADERSHIP

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TRANSFORMATIONAL LEADER A leader who helps organizations and

people make positive changes in the way they do things They change paradigms Use a combination of charisma, inspirational

leadership, and intellectual stimulation Sets new visions and get the commitment of

employees to achieve Get followers to look beyond their capabilities

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CHARISMATIC LEADERSHIP

Charisma is the ability to lead or influence others based on personal charm, magnetism, inspiration, and emotion Down side is- take advantage of people

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QUALITIES OF TRANSFORMATIONAL AND CHARISMATIC LEADERS

QUALITIES OF TRANSFORMATIONAL AND CHARISMATIC LEADERS

Inspire trust

Masterful communicato

rs

Intellectually stimulating

Provide inspiration

Possess a vision

Energy and action orientatio

n

Help group members

feel capable

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THE LEADER AS A MENTOR AND COACH

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THE LEADER AS A MENTOR AND COACH

A more experienced person who develops a protégé’s abilities through tutoring, coaching, guidance, and emotional support

Directly observing the work activities of the mentor by following the manager around for a period of time, such as one day per month

Mentor Shadowing

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LEADERSHIP DURING ADVERSITY AND CRISIS

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LEADERSHIP DURING ADVERSITY AND CRISIS Make tough decisions quickly Serve as a model by being resilient Present a plan for dealing with the adversity or crisis Appear confident and trustworthy Focus on the future Communicate widely about the problem Change to meet changing circumstances Stick with constructive core values Divide major problems into smaller chunks Lead with compassion

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LEADERSHIP SKILLS

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LEADERSHIP SKILLS Sizing up situations in order to apply the best

leadership approach Exerting influence through various approaches such as

rational persuasion, inspirational appeal, and assertiveness

Motivating team members through such specific techniques as goal setting and positive reinforcement

Motivating people from diverse cultures and nations Resolving conflicts between members Developing a mission statement that inspires Leading a group through adversity

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WRITE FIVE KEY THINGS (AREAS) THAT YOU CAN CRITICALLY REMEMBER IN TODAY’S DISCUSSION

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WHAT WE DISCUSSED TODAY?

11.1

CHAPTER OBJECTIVES 1 Differentiate between leadership and management.2 Describe how leaders are able to influence and empower team

members.3 Identify important leadership characteristics and behaviors.4 Describe participative leadership, authoritarian leadership,

leadership grid, situational leadership, and entrepreneurial leadership

5 Describe transformational and charismatic leadership.6 Explain the leadership role of mentoring and coaching.7 Pinpoint leadership approaches to dealing with adversity and

crises8 Identify the skills that contribute to leadership.

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TEST PREPARATION