Leadership Chapter 15 MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Prepared by Deborah Baker Texas Christian University Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved learning objectives Discuss leadership traits, skills, and behaviors Differentiate between management and leadership Describe the five sources of power leaders may possess Differentiate between positive and negative motivation Describe the three decision-making styles used Chapter 15 by leaders Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved learning objectives (continued) Explain the two primary approaches leaders can take: task centered and people centered Describe the three theories of situational leadership Chapter 15 Discuss the three challenges facing leaders Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Leading         Establishing values, culture, and climate Defining a mission Identifying core competencies Scanning environments Sensing the need for change Creating a vision for the future Enlisting cooperation and support for the vision Keeping people and processes focused on satisfying various customers Chapter 15  Unleashing the full potential from human resources Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Those Who Practice Leadership… Guide Direct Counsel Coach Chapter 15 Persuade Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Inspire others Leadership and Influence Leadership Leadership Chapter 15 Influence Influence The process of influencing individuals and groups to set and achieve goals The power to sway people to one’s will or views Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Leadership Variables The The leader leader Those Those being being led led Chapter 15 The The circumstances circumstances and and situations situations they they are are facing facing Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 11 Leadership Traits Chapter 15 Traits Traits Adaptable Alert to social environment Ambitious & achievement-oriented Assertive Cooperative Decisive Dependable Dominant Energetic Persistent Self-confident Tolerant of stress Willing to assume responsibility Skills Skills Cleverness (intelligence) Conceptual ability Creativity Diplomacy and tact Fluency in speaking Knowledge about the group task Organizational ability Persuasiveness Social ability Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Leadership Behaviors 11 Yukl’s Yukl’sLeadership LeadershipBehaviors Behaviors Performance emphasis Consideration Inspiration Praise-recognition Structuring reward contingencies Decision participation Autonomy-delegation Role clarification Goal setting 10 Training-coaching 11 Information dissemination Chapter 15 12 13 14 15 16 17 18 19 Problem solving Planning Coordinating Work facilitation Representation Interaction facilitation Conflict management Criticism-discipline Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 22 Management versus Leadership People Who Have Both Leadership Ability and Management Ability Chapter 15 Leadership Ability Management Ability People Who Have Leadership Ability but Are Not Managers Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved People Who Have Management Ability but Are Not Leaders 10 66 Emphasis of Task Orientation Technology Technology Plans Plans Programs Programs Goals Goals Chapter 15 Methods Methods Deadlines Deadlines Getting Getting the the work work out out Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 20 66 Emphasis of People Orientation Chapter 15 Teamwork Teamwork Relationships Relationships Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Mutual Mutual Trust Trust 21 Chapter 15 66 The Leadership Grid ® Source: This image is an adaptation of The Leadership Grid® figure as it appears in The Power to Change, Rachel McKee and Bruce Carlson (Austin: Grid International, Inc.), p 16 Copyright © 1999 by Grid International, Inc Reproduced by permission of the owners Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 22 77 Theories of Situational Leadership Contingency Contingency Model Model Chapter 15 Path–Goal Path–Goal Theory Theory Life-Cycle Life-Cycle Theory Theory Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 23 Chapter 15 77 Fielder’s Contingency Model Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 24 77 House & Mitchell’s Path–Goal Theory Leadership style is effective on the basis of how successfully leaders support their subordinates’ perceptions of: Chapter 15  Goals that need to be achieved  Rewards for successful performance  Behaviors that lead to successful performance Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 25 77 House & Mitchell’s Path–Goal Theory Leaders can influence subordinates’ motivation by: Teaching employees competencies needed Tailoring rewards to meet employees’ needs Chapter 15 Acting to support subordinates’ efforts Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 26 77 Assumptions of Path–Goal Theory A leader’s behavior is acceptable and satisfying to subordinates to the extent that they view it as either an immediate source of satisfaction or as an instrument to some future satisfaction Chapter 15 A leader’s behavior will increase subordinates’ efforts if it links satisfaction of their needs to effective performance and supports their efforts to achieve goals Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 27 77 Path–Goal Theory Leadership Behavior Instrumental Instrumental behavior behavior (task-oriented) (task-oriented) Supportive Supportive behavior behavior (employee-oriented) (employee-oriented) Participative Participative behavior behavior (employee-oriented) (employee-oriented) Chapter 15 Achievement-oriented Achievement-oriented behavior behavior (employee-oriented) (employee-oriented) Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 28 77 Path–Goal Theory Situational Factors Personal Personalcharacteristics characteristicsof ofsubordinates subordinates Chapter 15 Work Workenvironment environment Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 29 77 Path–Goal Theory Situational Factors Personal PersonalCharacteristics Characteristicsof ofSubordinates Subordinates Abilities Abilities Personal Personal Needs Needs and and Motivations Motivations Self-Confidence Self-Confidence Chapter 15 Perception Perception of of Leaders Leaders Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 30 77 Path–Goal Theory Situational Factors Work Work Environment Environment Culture Culture and and Subculture Subculture Management Management Philosophy Philosophy Chapter 15 Policies Policies and and Rules Rules Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Exercise Exercise of of Power Power Structure Structure of of Tasks Tasks 31 77 Hersey & Blanchard’s Life-Cycle Theory Chapter 15 Life-Cycle Life-Cycle Theory Theory A view of management that asserts that a leader’s behavior toward a subordinate should relate to the subordinate’s maturity level The focus on tasks and relationships should vary as the subordinate matures Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 32 77 Hersey & Blanchard’s Life-Cycle Theory Autocratic Participative Chapter 15 New Employees Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Free-Rein Experienced Employees 33 88 Leadership Challenges  Leadership must be exerted throughout an organization  Leadership must respond rapidly  Leadership must make difficult Chapter 15 decisions Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 34 ... Have Management Ability but Are Not Leaders 10 22 Management versus Leadership Chapter 15 Management Management Leadership Leadership Planning and budgeting Establishing direction Organizing and. .. Work Environment Environment Culture Culture and and Subculture Subculture Management Management Philosophy Philosophy Chapter 15 Policies Policies and and Rules Rules Copyright ©2005 by South-Western,... subordinates subordinates   Involves Involvesothers othersand and lets letsthem thembring bringtheir their viewpoints, viewpoints,talents, talents ,and and experiences experiencesto to bear bear on onan