Chapter 12

Leadership
with Duane Weaver

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Exhibit 12.1 Distinguishing Managership from Leadership

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

The Place of Leadership

Can Anyone Be a Leader?
Some people dont have what it takes to be a leader Some people are more motivated to lead than others

Is Leadership Always Necessary?

Some people dont need leaders Leaders need to be aware of followers needs
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Early Leadership Theories

Trait Theories (1920s30s) Research that focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful Later research on the leadership process identified seven traits associated with successful leadership:

1. 2. 3. 4. 5. 6. 7.

Drive desire to lead honesty and integrity self-confidence Intelligence job-relevant knowledge extraversion
4

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Behavioural Theories
University of Iowa Studies (Kurt Lewin)
Identified three leadership styles:
Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback Laissez-faire style: hands-off management

Research findings: mixed results

No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Behavioural Theories (contd)

Ohio State Studies
Identified two dimensions of leader behaviour
Initiating structure: the role of the leader in defining his or her role and the roles of group members Consideration: the leaders mutual trust and respect for group members ideas and feelings

University of Michigan Studies

Identified two dimensions of leader behaviour
Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Behavioural Theories (contd)

Managerial Grid
Appraises leadership styles using two dimensions:
Concern for people Concern for production

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Exhibit 12.4 The Managerial Grid

Concern for People vs. Concern for Production
Source: Reprinted by permission of Harvard Business Review. An exhibit from Breakthrough in Organization Development by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November December 1964, p. 136. Copyright 1964 by the President and Fellows of Harvard College. All rights reserved. Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Contingency Theories of Leadership

The Fiedler Model Effective group performance depends upon the match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence Assumptions:
Different situations require different leadership styles Leaders do not readily change leadership styles
Matching the leader to the situation or changing the situation to make it favourable to the leader is required

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Contingency Theories (contd)

Hersey and Blanchards Situational Leadership Theory (SLT)
Successful leadership is achieved by selecting a leadership style that matches the level of the followers readiness
Acceptance: do followers accept or reject a leader? Readiness: do followers have the ability and willingness to accomplish a specific task?

Leaders must give up control as followers become more competent

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Contingency Theories (contd)

Hersey and Blanchards Situational Leadership Theory (SLT) (contd)
Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:
Telling: high tasklow relationship leadership Selling: high taskhigh relationship leadership Participating: low taskhigh relationship leadership Delegating: low tasklow relationship leadership

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Contingency Theories (contd)

Hersey and Blanchards Situational Leadership Theory (SLT) (contd)
Identifies four stages of follower readiness:
R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Contingency Theories (contd)

Leader Participation Model (Vroom and Yetton)
Leader behaviour must be adjusted to reflect the task structure Suggests appropriate participation level in decision making

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Contingency Theories (contd)

Leader Participation Model Contingencies:
Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Leadership Styles: Vroom Leader Participation Model

Decide Consult Individually Consult Group Facilitate Delegate

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Contingency Theories (contd)

Path-Goal Model
Leaders job is to assist his or her followers in achieving organizational goals Leaders style depends on the situation:
Directive Supportive Participative Achievement-oriented

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Cutting-Edge Approaches to Leadership

Transactional, Transformational, Charismatic, and Visionary

Transactional Leadership
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

Transformational Leadership
Leaders who inspire followers to go beyond their own self-interests for the good of the organization Leaders who have a profound and extraordinary effect on their followers
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Cutting-Edge Approaches to Leadership

Transactional, Transformational, Charismatic, and Visionary

Charismatic Leadership
An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways Characteristics of charismatic leaders:
Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and to follower needs Exhibit behaviours that are out of the ordinary
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Cutting-Edge Approaches to Leadership

Transactional, Transformational, Charismatic, and Visionary

Charismatic Leadership (contd)

Effects of Charismatic Leadership
Increased motivation, greater satisfaction More profitable companies Charismatic leadership may have a downside:
After recent ethics scandals, some agreement that CEOs with less vision, and more ethical and corporate responsibility, might be more desirable

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Cutting-Edge Approaches to Leadership

Transactional, Transformational, Charismatic, and Visionary

Visionary Leadership
A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation Visionary leaders have the ability to:
Explain the vision to others Express the vision not just verbally but through behaviour Extend or apply the vision to different leadership contexts
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Exhibit 12.10 Specific Roles of Team Leadership

Coach Liaison with External Constituencies

Conflict Manager

Team Leader Roles

Troubleshooter

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Current Leadership Issues

Managing Power
Legitimate power
The power a leader has as a result of his or her position

Expert power
The influence a leader can exert as a result of his or her expertise, skills, or knowledge

Coercive power
The power a leader has to punish or control

Referent power
The power of a leader that arises because of a persons desirable resources or admired personal traits
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Reward power
The power to give positive benefits or rewards
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Developing Trust
Credibility (of a Leader) The assessment, by a leaders followers, of the leaders honesty, competence, and ability to inspire Trust The belief of followers and others in the integrity, character, and ability of a leader
Dimensions of trust: integrity, competence, consistency, loyalty, and openness

Trust is related to increases in job performance, organizational citizenship behaviours, job satisfaction, and organization commitment
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Tips for Managers: Suggestions for Building Trust

Practise openness Be fair Speak your feelings Tell the truth Show consistency Fulfill your promises Maintain confidences Demonstrate competence
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Providing Moral Leadership

Addressess both the moral content of a leaders goals and the means used to achieve those goals Ethical leadership is more than being ethical
Includes reinforcing ethics through organizational mechanisms

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Empowering Employees
Empowerment
Involves increasing the decision-making discretion of workers Why empower employees?
Quicker responses to problems and faster decisions Relieves managers to work on other problems

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Empowerment: Cautions
The following conditions should be met for empowerment to be introduced:
Clear definition of companys values and mission Employees have relevant skills Employees need to be supported, not criticized, when performing Employees need to be recognized for their efforts

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Exhibit 12.11 Selected Cross-Cultural Leadership Findings

Korean leaders are expected to be paternalistic toward employees. Arab leaders who show kindness or generosity without being asked to do so are seen by other Arabs as weak. Japanese leaders are expected to be humble and speak frequently. Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals. Malaysian leaders are expected to show compassion while using more of an autocratic than a participative style. Effective German leaders are characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Cross-Cultural Leadership
Universal Elements of Effective Leadership
Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

Gender Differences and Leadership

Research Findings
Males and females use different styles:
Women tend to adopt a more democratic or participative style unless in a male-dominated job Women tend to use transformational leadership Men tend to use transactional leadership

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Exhibit 12.12 Where Female Managers Do Better: A Scorecard

None of the five studies set out to find gender differences. They stumbled on them while compiling and analyzing performance evaluations. Skill (Each check mark denotes which group scored higher on the respective studies) Motivating Others Fostering Communication Producing High-Quality Work Strategic Planning Listening to Others Analyzing Issues
* In one study, womens and mens scores in these categories were statistically even. Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc., Advanced Teamware Inc.

MEN

WOMEN

* * *

Source: R. Sharpe, As Leaders, Women Rule, BusinessWeek, November 20. 2000, p. 75.
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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Thanks!

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc.

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