Chapter 15 Leadership © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part The Nature of Leadership  Many styles of leadership can be effective  People, influence, and goals Leadership is the ability to influence people toward the attainment of goals Reciprocal, occurring among people A “people” activity, different than administration and problem solving © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Contemporary Leadership  Leadership evolves as the needs of the organization change  Leadership has evolved with technology, economic, labor, social, and cultural changes  Responding to the turbulence and uncertainty of the environment © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Contemporary Leadership  Four approaches for today’s turbulent times: Level leadership Servant leadership Authentic leadership Interactive leadership (gender differences) © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Level Leadership Highest level in a hierarchy of manager capabilities  Lack of ego (humility)  Fierce resolve to what is best for organization  Shy and self-effacing  Credit other people © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 15.1 Level Hierarchy © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Servant Leadership  Work exists for the development of the worker  Servant leaders transcend self-interest to serve others  Servant leaders give away power, ideas, information, recognition, credit, and money © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Authentic Leadership      Leaders who know and understand themselves Espouse and act with higher order ethical values Staying true to one’s values and beliefs Inspire trust and commitment Respect diverse viewpoints © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Authentic Leadership   Encourage collaboration Help others learn, grow, and develop as leaders © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 15.2 Components of Authentic Leadership © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 10 15.6 The Leadership Grid © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 22 Contingency Approaches How situations influence leader effectiveness?  Situational model of leadership  Leadership model (Fiedler)  Substitutes for leadership concept © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 23 Situational Theory of Leadership  Extension of behavioral theories  Focus on characteristics of followers  Seek appropriate leadership behavior  Subordinates vary in readiness determined by: Degree of willingness and ability a subordinate demonstrates while performing a task © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 24 15.7 The Situational Model of Leadership © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 25 Fiedler’s Contingency Theory  Leader’s style is task oriented or relationship oriented Relatively fixed leadership style difficult to change  Goal is to match the leader’s style with organizational situation  Analyze the leader’s style to the favorability of the situation © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 26 15.8 How Leader Style Fits the Situation © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 27 Substitutes for Leadership  There are situations where leader style is unimportant  There are situations and variables that can substitute or neutralize leadership characteristics © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 28 15.9 Substitutes and Neutralizers for Leadership © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 29 Charismatic and Transformational Leadership  Charismatic leaders are skilled in the art of visionary leadership Vision is an attractive, ideal future  Inspire and motivate people to more A lofty vision Ability to understand and empathize Empowering and trusting subordinates  Visionary leaders speak to the hearts of employees to be a part of something big © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 30 Transformational versus Transactional Leadership Transactional Clarify tasks Initiate structure Provide awards Improve productivity Hard working Tolerant and fair minded • Focus on management • • • • • • Transformational • Innovative • Recognize follower needs • Inspire followers • Create a better future • Promote significant change © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 31 Followership  Organization does not exist without followers  Understand followers: critical thinking versus dependent uncritical thinking Alienated follower Passive follower Conformist Pragmatic survivor Effective follower © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 32 15.10 Styles of Followership © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 33 Power and Influence  Position Power Legitimate power Reward power Coercive power  Personal Power Both leaders and followers use power to get things done Expert power Referent power © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 34 Power and Influence  Other sources of power Personal effort Network of relationships Information © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 35 15.11 Six Interpersonal Influence Tactics for Leaders © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 36 [...]... accessible website, in whole or in part 11 15. 3 - Gender Differences in Leadership Behaviors © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12 From Management to Leadership  Good management is essential to organizations  However, good managers must be leaders  Management promotes stability and order... publicly accessible website, in whole or in part 13 From Management to Leadership  Leadership motivates toward vision and change  Leadership cannot replace management, there should be a balance of both © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14 15. 4 Leader and Manager Qualities © 2016 Cengage Learning... Job-centered leaders (not effective) Less concerned with goal achievement/human needs Focus on meeting schedules, cost -management, and efficiency © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 21 15. 6 The Leadership Grid © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated,... best tools for accomplishment and satisfaction © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 17 15. 5 Personal Characteristics of Leaders © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 18 Behavioral... whole or in part 14 15. 4 Leader and Manager Qualities © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 15 Leadership Traits  Early research on leadership focused on traits  Traits – distinguishing personal characteristics of a leader Intelligence, honesty, self-confidence and appearance  Great Man Approach... subordinate demonstrates while performing a task © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 24 15. 7 The Situational Model of Leadership © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 25 Fiedler’s... leader’s style to the favorability of the situation © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 26 15. 8 How Leader Style Fits the Situation © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 27 Substitutes... substitute or neutralize leadership characteristics © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 28 15. 9 Substitutes and Neutralizers for Leadership © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 29... whole or in part 30 Transformational versus Transactional Leadership Transactional Clarify tasks Initiate structure Provide awards Improve productivity Hard working Tolerant and fair minded • Focus on management • • • • • • Transformational • Innovative • Recognize follower needs • Inspire followers • Create a better future • Promote significant change © 2016 Cengage Learning All Rights Reserved May... Conformist Pragmatic survivor Effective follower © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 32 15. 10 Styles of Followership © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 33 Power and Influence ... website, in whole or in part 12 From Management to Leadership  Good management is essential to organizations  However, good managers must be leaders  Management promotes stability and order... accessible website, in whole or in part 13 From Management to Leadership  Leadership motivates toward vision and change  Leadership cannot replace management, there should be a balance of both... 14 15. 4 Leader and Manager Qualities © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 15 Leadership