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Chapter Seven

Leadership

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Chapter Objectives
To understand: The nature of leadership and followership The difference between traits and behaviors Different leadership styles Early approaches to leadership Contingency approaches to leadership Substitutes for leadership Self-leadership and super-leadership Coaching as a leadership role

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Leadership
Influencing and supporting others to work enthusiastically toward achieving objectives The catalyst that transforms potential into reality Important elements: Influence/support Voluntary effort Goal achievement

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The Nature of Leadership

The Ultimate Test of Leadership The degree to which it identifies, develops, channels, and enriches the potential in an organization and its people

Leadership Approaches Descriptiveways in which the actions of leaders differ Analyticalexamining situations and selecting a style which best fits it

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Management and Leadership

Primary Role of a Leader Influencing others to voluntarily seek defined objectives Secondary Roles Plan activities Organize appropriate structures Control resources

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Management and Leadership

Managers hold formal positions Leaders can be anyone with informal influence Differences Managers achieve results by directing the activities of others Leaders create a vision and inspire others to achieve it Strong leaders may be weak managers Weak leaders can still be effective managers

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Management and Leadership

Leadership ability can be acquired through: Observation of role models Management training Work experiences
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Traits of Effective Leaders

Traits are physical, intellectual, or personality characteristics Myers-Briggs personality types: Extroverts or introverts Thinkers or feelers Sensers or intuitors Judges or perceivers

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Traits of Effective Leaders

Most Important Traits High personal drive Desire to lead Personal integrity Self-confidence

Secondary Traits Analytical ability Business knowledge Charisma and creativity Flexibility and personal warmth
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Leadership traits do not guarantee successful leadership

Traits of Effective Leaders

Leaders with Narcissism Are filled with their own importance Exaggerate their own achievements Seek special favors Exploit others for personal gain Are overconfident are power-seeking Desperately want to feed their own egos Disregard the rights others Dismiss the importance of empathy Fail to appreciate the feelings of subordinates
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Leadership Behavior
Successful leadership depends more on appropriate behavior, skills, than on traits Traits provide potential Behaviors release and express those traits

Broad types of leadership skills: Technical Human Conceptual

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Situational Flexibility
Three elements to consider Leader Followers Situation Leadership is more than mere activity Aggressiveness and constant interaction with others does not guarantee good leadership Recognize different situations and adapt to them on a conscious basis

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Followership
Leaders nearly always report to someone else Leaders need validation from superiors as much as they need support from followers Followership Behaviors Not competing with the leader for the limelight Being loyal and supportive, a team player Not being a yes person Acting as a devils advocate Constructively confronting the leaders ideas, values, and actions Anticipating and preventing potential problems
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Behavioral Approaches to Leadership Style

Leadership style is a consistent combination of: Philosophy Skills Traits Attitudes Beliefs about subordinates abilities

Employee perceptions of leadership style are all that really matters

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Positive and Negative Leaders

Positive Leadership Emphasizes rewards Custodial, supportive, collegial and system models Motivation of modern employees is more dependent on this style Negative Leadership Uses threats, fear, harshness, and penalties Autocratic Most managers use a mix of both
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Styles and the Use of Power

Autocratic leaders centralize power and decision making in themselves Consultative leaders ask for employee input before making a decision

Participative leaders decentralize authority; they use employee inputs and participation

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Leader Use of Consideration and Structure

Also known as employee orientation and task orientation Considerate Leaders Try to build teamwork Provide psychological support Help employees with personal problems

Task-Oriented Leaders Keep people constantly busy Ignore personal issues and emotions Urge employees to produce
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Blake and Moutons Managerial Grid

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Contingency Approaches
Fiedlers Contingency Model

Hersey and Blanchards Situational Leadership Model

Path-Goal Model Vrooms Decision-Making Model

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Fiedlers Contingency Model

Three Situational Variables Favorable Unfavorable Intermediate stage of favorability Additional Variables Leader-member relations Task structure Leader position power

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Fiedlers Contingency Model

Highly Unstructured Situations Leaders structure and control may be preferred Highly Routine Situations If leader has good relations with employees, a task orientation may be seen as supportive (clearing the path)

Situations In-Between Requires better leader-member relations, so a more considerate leader is effective

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Fiedlers Contingency Model

Leaders are encouraged to: Examine the situation Be flexible in the use of various skills within an overall style Consider modifying elements of jobs to obtain a better match with the preferred style
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Hersey & Blanchards Situational Leadership

Situational or Life-Cycle Model Based on development (maturity) level of a subordinate Development Level Task-specific combination of an employees task competence and motivation to perform Different levels require different responses Assessed by examining Level of job knowledge, skill, ability Willingness and capacity to act independently
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Situational Leadership Style Recommendations

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Path-Goal Model of Leadership

Using structure, support, and rewards to help employees reach goals Create a goal orientation Improve the path toward the goals Provide a balance of task and psychological support

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Path-Goal Model of Leadership

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Path-Goal Model of Leadership

Leadership Styles Directive Supportive Achievement-oriented Participative Contingency Factors General work environment Specific characteristics of the employee

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Path-Goal Model of Leadership

Employee Characteristics Locus of control Willingness to accept the influence of others Self-perceived task ability
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Vrooms Decision-Making Model

Helps managers Evaluate problem-solving situations Select from various degrees of leadership styles Problem Attributes Decision-quality dimensions Employee-acceptance dimensions

Leadership Options Autocratic I or II Consultative I or II Group II

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Vrooms Decision-Making Model

Key Assumptions Managers can accurately classify problems according to the criteria offered Managers are willing and able to adapt their leadership style to fit the situation Managers are willing to use a complex model Employees will accept the legitimacy of different styles being used for different problems Employees will accept the leaders classification of the situation
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Emerging Approaches to Leadership

Model U. Of Michigan and Ohio State U. studies Blake and Moutons managerial grid Fiedlers contingency model Hersey & Blanchards situational model Path-goal model Soft Emphasiss Consideration Hard Emphasis Structure

People
Employee orientation Relationships Psychological support Employee acceptance

Production
Task orientation

Task guidance
Task support

Vrooms decision-making model

Decision quality

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Substitutes and Enhancers for Leadership

Leadership Roles Can create dependency on leaders Can stifle the growth and autonomy of workers Leaders may lack the traits, knowledge, and skills needed to fulfill the roles Neutralizers may intervene

Neutralizers Physical distance Rigid reward systems A practice of bypassing the managers
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Substitutes and Enhancers for Leadership

Substitutes for Leadership Peer appraisal/feedback Gain-sharing reward systems Staff available for problems Jobs redesigned for more feedback Methods for resolving interpersonal conflict Team building to solve work-related problems Intrinsic satisfaction from the work itself Cohesive work groups Employee needs for independence
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Substitutes and Enhancers for Leadership

Leadership Enhancers Superordinate goals Increased group status Increased leader status and reward power Leader as central source of information Increased subordinates view of leaders expertise, influence, and image Use of crises to demonstrate leaders capabilities

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Self-Leadership and Superleadership

Self-Leadership Performing naturally motivating tasks Doing work that is required but not rewarding Requires behavior skills of self-observation, self-set goals, management of cues, self-reward, rehearsal of activities, and self-criticism Involves mental activities of building natural rewards into tasks, focusing on natural rewards, and establishing effective thought patterns

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Self-Leadership and Superleadership

Superleadership begins with a set of positive beliefs about workers Practicing and modeling self-leadership Communicating positive self-expectations to employees Rewarding progress toward self-leadership Making self-leadership part of the units desired culture

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Coaching

Coach is a rapidly-emerging metaphor for leader Coaches are cheerleaders and facilitators They recognize the occasional need to be tough and demanding Focuses on enhanced performance supported by high expectations and timely feedback
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Coaching
Areas in which most managers need coaching: Improving interaction style Dealing more effectively with change Developing listening and speaking skills Prerequisites to Successful Coaching Willingness to change Capability to change Opportunity to practice new behaviors

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Other Approaches
Visionary Leaders

Participative Management

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In Class Discussion
Incident Make sure you have a Case and are prepared to turn in the paper and present on July 28

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Assignment for Next Week

Answer 4 of the 10 Discussion Questions on page 177

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