Leadership

McGraw-Hill/IrwinContemporary Management, 5/e

Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

chapter 6

The Nature of Leadership

• Leadership– The process by which a person use

influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.

Question?

What is an individual who is able to exert influence over other people to help achieve group or organizational goals?

A. Manager

B. Leader

C. Chief

D. Organizer

The Nature of Leadership

• Leader– An individual who is able to exert influence over

other people to help achieve group or organizational goals

The Nature of Leadership

• Personal Leadership Style– The specific ways in which a manager chooses to

influence others shapes the way that manager approaches the other principal tasks of management.

– The challenge is for managers at all levels to develop an effective personal management style.

The Nature of Leadership

• Distinction between managers and leaders– Managers establish and implement procedures to

ensure smooth functioning (performance)

– Leaders look to the future and chart (plan) the course (path) for the organization

Leadership Across Cultures

• Leadership styles may vary among different countries or cultures.– European managers tend to be more people-

oriented than American or Japanese managers.– Japanese managers are group-oriented, while

U.S managers focuses more on profitability.

Sources of Managerial Power

Power: The Key to Leadership

• Legitimate Power :• The authority that a manager has by virtue

(benefit) of his or her position in the firm.

Power: The Key to Leadership

• Reward Power:– The ability of a manager to give or withhold tangible

and intangible rewards.

– Effective managers use reward power to signal to employees that they are doing a good job.

Power: The Key to Leadership

• Coercive Power:

– The ability of a manager to punish others.• Examples: Oral warning

• pay cuts, and dismissal (firing)

• Limited in effectiveness and application; can have serious negative side effects.

Power: The Key to Leadership

• Expert Power:

– Power that is based on special knowledge, skills, and expertise that the leader possesses.

– Tends to be used in a guiding or coaching manner

Power: The Key to Leadership

• Referent Power واإلعجاب االقتداء : قوة

– Power that comes from coworkers’ respect and loyalty

– Possessed by managers who are likable and whom subordinates wish to use as a role model.

14

الرسمي القائد قوة المركز =مصادرة قوةالوظيفي

الشخصية ++قوةالمكافأة قوةاإلكراه قوة القوة الشرعية

الخبرة قوةالقوة

المرجعية

Sources of Power and InfluencesSources of Power and Influences

Empowerment: An Component in Modern Management

• Empowerment (التمكين)

– The process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs.

Empowerment: An Component in Modern Management

• Empowerment increases a manager’s ability to get things done

• Empowerment increases workers’ involvement, motivation, and commitment

• Empowerment gives managers more time to concentrate on their critical concerns

Leadership Models القيادية النظريات

• Trait Model: السمات نظريات

– Attempt to identify personal characteristics that cause for effective leadership.

– Research shows that certain personal characteristics do appear to be connected to effective leadership.

– Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

Leadership Models

• Behavioral Model السلوكية :النظريات

– Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates

– القائد أنشطة أن النظريات هذه مؤيدوا يفترضأو أسلوبا, تشكل العمل أثناء وتصرفاته وأفعالة

فاعليته تحدد التي وهي لقيادته عاما, نمطا,سماته .وليست

Leadership Models

• Behavioral Model:– 1. Consideration : leaders show

subordinates they trust, respect, and care about them

– Managers look out for the well-being of their subordinates

– Do what they can to help subordinates feel good and enjoy the work they perform

Leadership Models

• Behavioral Model:– 2. Initiating structure: leaders take steps to

make sure that work gets done, subordinates perform their work acceptably, and the organization is efficient and effective

– Managers assign tasks to groups and let subordinates know what is expected of them

Contingency Models of Leadership الظرفية أو الموقفية الظرفية النظريات أو الموقفية النظريات

• Contingency Models:– What makes a manager an effective leader in

one situation is not necessarily what that manager needs to be equally effective in another situation.

– Whether or not a manager is an effective leader is the result of the relationship between what the manager is like, what he does, and the situation in which leadership takes place

Contingency Models of Leadership

• Fiedler’s Model:– Effective leadership is depending on both the

characteristics of the leader and of the situation.

– Leader style is the continuing, characteristic approach to leadership that a manager uses and does not readily (quickly) change.

Contingency Models of Leadership

• Fiedler’s Model– Relationship-oriented style: العالقات نحو / التوجه

العاملين

– leaders concerned with developing good relations with their subordinates and to be liked by them.

– Task-oriented style: المهام ا نحو االنتاج / لتوجه

– leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.

House’s Path-Goal Theory

A contingency model of leadership proposing that effective leaders can motivate subordinates to achieve goals by:1. Clearly identifying the outcomes that

subordinates are trying to obtain from their jobs.2. Rewarding subordinates with these outcomes for

high-performance and attainment of work goals3. Clarifying the paths leading to the attainment of

work goals

Motivating with Path-Goal

• Path-Goal identifies four leadership behaviors:– Directive behaviors: set goals, assign tasks, show

how to do things.

– Supportive behavior: look out for the worker’s best interest.

– Participative behavior: give subordinates a say in matters that affect them.

– Achievement-oriented behavior: Setting very challenging goals, believing in worker’s abilities.

Motivating with Path-Goal

Which behavior to be used depends on the nature of the subordinates and the kind of work they do