Leadership
description
Transcript of Leadership
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Leadership
Week 11
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Copyright ©2013 by South-Western, a division of Cengage Learning. All rights reserved.
The Nature of Leadership• Leaders make a difference, they are key to
organizational success
• People, influence, and goals– Relationship with people is not passive
– Leadership is reciprocal among people
– Leadership is the ability to influence people toward the attainment of goals
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Contemporary Leadership• Leadership evolves with the needs of the
organization• Leadership has evolved with technology,
economic, labor, social and cultural changes•Must respond to the turbulence and
uncertainty of the environment–Ethical and economic difficulties as well as
globalization
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Level 5 LeadershipLevel 5 leadership refers to the highest level in a hierarchy of manager capabilities– Lack of ego (humility)
– Fierce resolve to do what is best (will)
– Give credit to other people
– Ambitious for the company
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Level 5 Hierarchy
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Servant Leadership• Transcend self-interest for the good of the
organization
• Leadership is not about YOU
• Workers should be developed
• Servant leaders give away power, ideas, information, recognition, credit for accomplishments, even money
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Authentic Leadership
Leaders who know themselves Consistent with higher order ethical values Empower and inspire others Open and authentic Inspire trust and authenticity Encourage collaboration and help others grow
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Components of Authentic Leadership
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Gender DifferencesDerived from studies of women leaders
Minimizing personal ambition
Developing others
Consensual and collaborative; interactive leadership
Influence derived from relationships
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Gender Differences in Leadership Behaviors
Source: Data from Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc., Advanced Teamware Inc., as reported in Rochelle Sharpe, “As Leaders, Women Rule,” BusinessWeek (November 20, 2000): 75-84.
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From Management to LeadershipGood management is essential to organizations
But, good managers must be leaders
Management promotes stability, order, and problem solving
Leadership motivates toward changing challenges
Leadership cannot replace management, there should be a balance of both
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Leader and Manager Qualities
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Leadership Traits• Early research on leadership focused on traits
• Interest in examining leadership traits has reemerged
• Some traits that are considered positive can have negative consequences
• The best leaders understand their traits and hone their strengths
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Personal Characteristics of Leaders
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Behavioral Approaches• Research beyond leadership traits, defined two leadership
behaviors:
– Task-oriented behavior
– People-oriented behavior
• Ohio State studies identified two major behaviors:– Consideration; people oriented– Initiating structure; task behavior
• Michigan Studies compared behavior– Employee-centered leaders (most effective)– Job-centered leaders (not effective)
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Contingency Approaches
• How do situations influence a leader’s effectiveness?– Hersey and Blanchard (situational)– Leadership Model (Fiedler)– Substitutes for leadership concept
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The Situational Model of Leadership
• Extension of behavioral theories
• Focus on characteristics of followers
• Seek appropriate leadership behavior
• Leadership is based on relationship with followers and readiness level of followers
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The Situational Model of Leadership
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Fiedler’s Contingency Theory• Leader’s style is task oriented or
relationship oriented– Relatively fixed
• Goal is to match the leader’s style with organizational situation
• Analyze the leaders’ style to the favorability of the situation
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Substitutes for Leadership
There are situations where leader style is unimportant
There are situations and variables that can substitute or neutralize leadership characteristics
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Charismatic and Visionary Leadership
• Charismatic leaders are skilled in the art of visionary leadership– Vision is an attractive, ideal future
• Inspire and motivate people to do more– A lofty vision, “ a fire that ignites followers”– Ability to understand and empathize– Empowering and trusting subordinates
• Visionary leaders speak to the hearts of employees to be a part of something big
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Transformational versus Transactional Leadership
Transactional– Clarify tasks– Initiate structure– Provide awards– Improve productivity– Hardworking– Tolerant & fair-minded– Focus on management
Transformational– Innovative – Recognize followers’
needs– Inspire followers– Create a better future– Promote significant
change
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Followership• Organizations do not exist without followers• Leaders must understand their followers– Alienated follower– Conformist– Pragmatic survivor– Passive follower– Effective follower
• Is the follower active or passive?
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Styles of Followership
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Power and Influence• Position Power– Legitimate Power– Reward Power– Coercive Power
• Personal Power– Expert Power– Referent Power
• Other Sources of Power– Personal Effort– Network of Relationships– Information
Both leaders and followers use power to
get things done
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Seven Interpersonal Influence Tactics for Leaders