Leaders and Leadership

Chapter Ten

McGraw-Hill/Irwin

Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives
LO1 Describe what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders LO2 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership

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Learning Objectives (cont.)

LO3 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations LO4 Describe what transformational leadership is, and explain how managers can engage in it LO5 Characterize the relationship between gender and leadership and explain how emotional intelligence may contribute to leadership effectiveness.

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The Nature of Leadership

Leadership
The process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals

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The Nature of Leadership

Leader
An individual who is able to exert influence over other people to help achieve group or organizational goals

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

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The Nature of Leadership

Servant leaders
leader who has a strong desire to serve and work for the benefit of others shares power with followers strives to ensure that followers most important needs are met

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Discussion Question
What culture has the most effective leadership style? A. Japanese B. European C. United States D. Middle Eastern

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Leadership Across Cultures

Leadership styles may vary among different countries or cultures
European managers tend to be more peopleoriented than American or Japanese managers Japanese managers are group-oriented, while U.S managers focuses more on profitability Time horizons also are affected by cultures

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Sources of Managerial Power

Figure 10.1
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Question
What type of power is the ability of a manager to give or withhold tangible and intangible rewards? A. Reward B. Coercive C. Expert D. Legitimate
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Power: The Key to Leadership

Legitimate Power
The authority that a manager has by virtue of his or her position in an organizational hierarchy

Reward Power
The ability of a manager to give or withhold tangible and intangible rewards

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Power: The Key to Leadership

Coercive Power
The ability of a manager to punish others

Expert Power
Power that is based on special knowledge, skills, and expertise that a leader possesses

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Power: The Key to Leadership

Referent Power
Power that comes from subordinates and coworkers respect for the personal characteristics of a leader which earns their loyalty and admiration.

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Empowerment: An Ingredient in Modern Management

Empowerment
The process of giving workers at all levels more authority to make decisions and the responsibility for their outcomes

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Empowerment: An Ingredient in Modern Management Empowerment:

Increases a managers ability to get things done Increases workers involvement, motivation, and commitment Gives managers more time to concentrate on their pressing concerns

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Leadership Models
Trait Model
Focused on identifying personal characteristics that cause effective leadership. Many traits are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

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Question?
Which leadership model identifies the two basic types of behavior that many leaders engaged in to influence their subordinates? A. Fiedler B. Path-Goal C. Behavioral D. Trait

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The Behavior Model

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

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The Behavior Model

Consideration
behavior indicating that a manager trusts, respects, and cares about subordinates

Initiating structure
behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective

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Contingency Models of Leadership

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

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Contingency Models of Leadership

Fiedlers Model
Personal characteristics can influence leader effectiveness Leader style is the managers characteristic approach to leadership

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Contingency Models of Leadership

Relationship-oriented style
leaders concerned with developing good relations with their subordinates and to be liked by them.

Task-oriented style
leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment

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Fiedlers Model
Situation Characteristics
How favorable a situation is for leading to occur Leader-member relationsdetermines how much workers like and trust their leader

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Fiedlers Model
Task structure
the extent to which workers tasks are clear-cut so

that a leaders subordinates know what needs to be accomplished and how to go about doing it

Position Power
the amount of legitimate, reward, and coercive power leaders have by virtue of their position When positional power is strong, leadership opportunity becomes more favorable
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Fiedlers Contingency Theory of Leadership

Figure 10.2

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Houses Path-Goal Theory

A contingency model of leadership proposing the effective leaders can motivate subordinates by: 1.Clearly identifying the outcomes workers are trying to obtain from their jobs. 2.Rewarding workers for high-performance and goal attainment with the outcomes they desire 3.Clarifying the paths to the attainment of the goals, remove obstacles to performance, and express confidence in workers ability.

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Houses Path-Goal Theory

Directive behaviors
set goals, assign tasks, show how to do things

Supportive behavior
look out for the workers best interest

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Houses Path-Goal Theory

Participative behavior
give subordinates a say in matters that affect them

Achievementoriented behavior
Setting very challenging goals, believing in workers abilities

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The Leader Substitutes Model

Leadership Substitute
A characteristic of a subordinate or characteristic of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary

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The Leader Substitutes Model

Possible substitutes can be found in:
Characteristics of the subordinates: their skills, experience, motivation. Characteristics of context: the extent to which work is interesting and fun.

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Transformational Leadership
Leadership that:
Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker Makes subordinates aware of their own needs for personal growth and development Motivates workers to work for the good of the organization, not just themselves

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Being a Charismatic Leader

Charismatic Leader
An enthusiastic, self-confident transformational leader who is able to clearly communicate his or her vision of how good things could be

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Intellectual Stimulation
Intellectual Stimulation
Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leaders vision

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Developmental Consideration
Developmental Consideration
Behavior a leader engages in to support and encourage followers and help them develop and grow on the job
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Transactional Leadership
Transactional Leaders
Leaders that motivate subordinates by rewarding them for high performance and reprimanding them for low performance

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Gender and Leadership

The number of women managers is rising but is still relatively low in the top levels of management. Stereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.

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Emotional Intelligence and Leadership

The Moods of Leaders:
Groups whose leaders experienced positive moods had better coordination Groups whose leaders experienced negative moods exerted more effort

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Emotional Intelligence and Leadership

Emotional Intelligence
Helps leaders develop a vision for their firm Helps motivate subordinates to commit to the vision Energizes subordinates to work to achieve the vision

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Video Case: Google Extends Charitable Giving

Are Google co-founders Brin and Page servant leaders? How about Larry Brilliant? What would you say is the biggest source of Larry Brilliants power as a leader? How does google.org illustrate empowerment at Google?

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