Lecture10 Leadership Ibba Mar2012
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Transcript of Lecture10 Leadership Ibba Mar2012
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Principles of
Management
2008
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Lecture 10
LeadershipReadings: 6th Edition pp. 247-252; 254-257; 259-262Readings: 7th Edition pp. 320-324; 328-333; 339
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Managers Versus Leaders
Not all leaders are managers, nor are all managers
leaders.
Managers
Persons whose influence on others is limited to the appointed
managerial authority of their positions to reward and punish.
Leaders
Persons with managerial and personal power who can
influence others to perform actions beyond those that could be
dictated by those persons formal (position) authority alone.
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Trait Theory of Leadership
Traits The unchanging characteristics of a person that
predisposes someone to act in a particular way.
Skills The ability to do something in an effective manner.
Traits or skills on which leaders differ from
non-leaders: Drive, the desire to lead, honesty and integrity, self-
confidence, cognitive ability, and knowledge of the
business.
Source:Reprinted from Leadership: Do Traits Really Matter? by S. A. Kirkpatrick and E. A. Locke by permission of Academy of Management Executive,May 1991, pp. 4860. 1991 by Academy of Management Executive.
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Ralph Stogdills Leader Traits
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Leadership Models
Behavioral Theories of Leadership
Attempt to isolate behaviors that differentiate
effective leaders from ineffective leaders.
Behavioral studies focus on identifying criticalbehavioral determinants of leadership that, in turn,
could be used to train people to become leaders.
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Kurt Lewins Leadership
Behaviors
Autocratic Style of Leadership Centralizes authority, dictates work methods, makes
unilateral decisions, and limits employeeparticipation.
Democratic Style of Leadership Involves employees in decision making, delegates
authority, encourages participation in deciding workmethods and goals, and uses feedback.
A democratic-consultative leader seeks input and hearsthe concerns and issues of employees but makes the finaldecision him or herself.
A democratic-participative leader often allows employees
to have a say in whats decided.
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Kurt Lewins Leadership
Behaviors
Laissez-Faire Style of Leadership
Gives employees complete freedom to make
decisions and to decide on work methods
Conclusions about Leadership Styles
The laissez-faire leadership style is ineffective.
Quantity of work is equal under authoritarian and
democratic leadership styles. Quality of work and satisfaction is higher under
democratic leadership.
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The Ohio State Study
The Ohio State Dimensions of Leadership: Consideration
Leader behavior indicative of mutual trust, friendship,
support, respect, and warmth.
Example: The leader is friendly and approachable.
Initiating structure
Leader behavior by which the person organizes the work
to be done and defines relationships or roles, the channelsof communication, and ways of getting jobs done.
Example: The leader lets group member know what is
expected of them.
* Beginning with over 1,000 dimensions, they eventually narrowed the list down to two categories: initiating structure and consideration.
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Ohio State Studies
High Performance
Low Grievance Rate
Low Turnover
Low Performance
Low Grievance Rate
Low Turnover
Low Performance
High Grievance Rate
High Turnover
High Performance
High Grievance Rate
High Turnover
HIGH LOW
MANAGERS INITIATING STRUCTURE
LOW
H
IGH
MANAG
ERSCONSID
ERATION
Research found that a leader high in initiating structure and consideration achieved high employee performance andsatisfactionmore frequently than one who rated low on either consideration, initiating structure, or both.
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The University of MichiganStudies
Leadership Styles (Orientation)
Employee-oriented Leader
A leader who focuses on the needs of employees
and emphasizes building good interpersonal
relationships.
Job-centered Leader
A leader who focuses on production and on ajobs technical aspects.
The Michigan researchers strongly favored
leaders who were employee oriented.
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Transformational andTransactional Leadership
by Bernard. M. Bass
Transactional Leadership Behaviors
Leadership actions that focus on accomplishing the
tasks at hand and on maintaining good workingrelationships by exchanging promises of rewards forperformance.
Transformational Leadership Behaviors
Leadership actions that involve influencing majorchanges in the attitudes and assumptions oforganization members and building commitment forthe organizations mission, objectives, andstrategies.
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Transformational andTransactional Leadership
Transformational Leadership
charisma
intelligent stimulation individual consideration
Transactional Leadership
contingent reward management by exception
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Inspirational Approaches toLeadership
Charismatic Leadership Theory
Followers make attributions of heroic or
extraordinary leadership abilities when theyobserve certain behaviors.
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Key Characteristics ofCharismatic Leaders
Source:J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations(Thousand Oaks, CA: Sage, 1998), p. 94.
Vision and articulation. Has a visionexpressed as an idealizedgoalthat proposes a future better than the status quo; and is able
to clarify the importance of the vision in terms that are
understandable to others.
Personal risk. Willing to take on high personal risk, incur high
costs and engage in self-sacrifice to achieve the vision.
Environmental sensitivity. Able to make realistic assessments of
the environmental constraints and resources needed to bring about
change.
Sensitivity to follower needs. Perceptive of others abilities and
responsive to their needs and feelings.
Unconventional behavior. Engages in behaviors that are perceived
as novel and counter to norms.
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Power corrupts andabsolute power corrupts
absolutely.
John Dalberg-Acton, 1834-1902
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A leader is best when people barely know
he exists. Not so good when people obey
and acclaim him. Worse when they despise
him. But of a good leader, who talks little,
when his work is done, his aims fulfilled.
They will say, We did it ourselves.
()
, , , ;, ;, . ,
. . , ,
, Thanks to Sandra Cheung, IFA, 2004-2005.
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The End