Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 1-1 Chapter One Definition and...

Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 1-1

Chapter One

Definition and Significance of Leadership


Learning Objectives

Define leadership and leadership effectiveness

Explain why people need leadership

Discuss the major obstacles to effective leadership

Compare and contrast leadership and management

List the roles and functions of leaders and managers

Summarize the debate over the role and impact of leadership in organizations


Definition of Leadership

A leader is any person who influences individuals and groups within an organization, helps them in the establishment of goals, and guides them towards achievement of those goals, thereby allowing them to be effective.


Key Elements of Leadership

Group phenomenon – no leaders without followers

Goal-oriented – leaders guide and influence others towards a goal

Existence of hierarchy within the group – the leader recognized as such


Definition of Leadership Effectiveness

Leaders are effective when their followers achieve their goals, function well together, and adapt to the changing demands of external forces.


Key Elements of Effectiveness

The group achieves its goals

The group members work well together – smooth internal functions

The group can adapt well to external changes


Why Do We Need Leaders?

To keep groups orderly

To keep focus on group goals

To accomplish complex tasks

To help make sense of the world by providing validation

As a romantic ideal


Obstacles to Effective Leadership

Environmental uncertainty

Organizational rigidity

Falling back on old ideas and simplistic solutions

Established organizational culture

Inaccessible research


Leadership and Management

Managers

Focus on the present

Maintain the status quo

Implement policy

Maintain existing culture and structure

Remain aloof and objective

Use position power

Leaders

Focus on the future

Create change

Initiate policy

Create new culture and structure

Establish emotional bonds with followers

Use personal power


Managerial Roles

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator


Gender Differences in Roles

Male Managers

Unrelenting pace of work

Do a wide variety of tasks

Frequent interruptions

Little time to communicate

Few non-work activities

Isolation

Identity tied to work

Complex network

Prefer face-to-face

Female Managers

Calm steady pace of work

Frequent breaks

Did not perceive interruptions

Schedule time for communication

Many non-work activities

Connected to others

Multi-faceted identities

Complex network

Prefer face-to-face


Leader’s Role in Shaping Culture

Role Reward Hiring Strategy Modeling System Decision Structure

Role Reward Hiring Strategy Modeling System Decision Structure

Organizational Culture

Leader


Leadership is Insignificant

Environment is more important than leadership

Internal culture and structure determine the course organization takes

Leadership accounts for only 7%-15% of performance in some studies

Leaders have little discretion

Leadership is a romantic myth


Leadership is Significant

Leadership is one of many important factors

Leaders provide vision and direction

Leaders are critical in orchestrating change

Leadership can account for close to half of performance in some cases

Leaderships’ impact is moderated by situational factors


The Impact of Leadership

Leadership is one of several key factors in organizational performance

Leaders are essential in providing vision and direction

Leaders’ impact differs in different situations

Followers are also key to success


New Roles for Leaders

PlanPlan

OrganizeOrganize

DoDo

Control-Oriented Leadership Result-Oriented Leadership

Plan and

Organize

Plan and

Organize

DoDo

ControlControl

ResultsResults

Leader assumes responsibility

Follower assume responsibility

Lead Lead

Control Control

Results

Lead


Factors Fueling Change

Changes in organizations and their leadership

Changes in organizations and their leadership

Worldwide political changes

Demographic changes

Employee

expectations

Increased

globalization


Diversity in the U.S. Population

Hispanic or Latino is not considered a racial factor in the U.S. Census and therefore not included in this chart; 12.5% of the U.S. population is considered Hispanic or LatinaSource: U.S. Census Bureau, Census 2000 http://www.census.gov/prod/2001pubs/c2kbr01-1.pdf


U.S. Demographic Trends

In 2000 over 37 million people (13% of the population) spoke a language other than English at home

More than half of the U.S. workforce consists of women and minorities

By 2016, minorities will make up one third of the U.S. population

By 2025, the percentage of European Americans in the population will drop from 72% in 2000 to 62%

By 2025, Hispanics are estimated to be 21% of the population, outnumbering African Americans who will make up 13% of the population


U.S. Demographic Trends

By 2025, the average age will be close to 40, as opposed to under 35 in 2000

By 2025, more than 50% of the population of Hawaii, California, New Mexico and Texas will be from a minority group

By 2050, only about 60% of the entrants into the labor force will be white, with half that number being women

By 2050, the Hispanic population of the U.S. will grow to 30.25%

Source: U.S. Census Bureau, Census 2000: www.census.gov/population

http://www.census.gov/population


Barriers to Change

Perceived financial pressures

Short-term orientation

Top management still focused on one person

Traditional organizations

Employee input and creativity not fully considered

Focus on individual rather than group performance

Traditional management styles


Leadership Challenge

Challenges for new leaders Learning new duties Adapting to new roles Maintaining old relationships and building new networks

Actions that help Training Clear message Patience

Things to avoid Over managing – taking charge Jumping into action too fast – too many changes Trying to remain “one of the gang”


Leading Change: The Container Store

Unique culture based on employees and customers

Communication and inclusion are at the heart of leadership

Careful selection and training of employees to fit the culture


Leadership in Action: Neeleman

Founder of several airlines

Highly creative and entrepreneurial

Focus on treating employees and customers well

Stay close to followers – listen

Nimble organization and leader – able to change


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Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 1-1 Chapter One Definition and...

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