McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 13 Chapter Leadership Leadership McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives After reading this chapter, you should be able to: z Distinguish between management and leadership. z Recognize how leaders use different power bases to exercise influence. z Differentiate effective from ineffective leaders. z Identify and apply the major theories of leadership. z Identify organizational characteristics that determine the need for and importance of leadership. z Strengthen the values and ethics of an organization through leadership. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. What Makes A Leader Effective? z Ability to influence other people z Has a vision – ideas or objectives that clarify to others where they should be headed z “Sells” the vision by articulating it in a compelling and persuasive manner z Encourages followers to establish appropriate implementation activities to support the accomplishment of the vision McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Leadership M anagem ent M anagem ent Compare Compare Contrast Contrast © 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill Practices Associated with Leadership by Managers z Planning and organizing z Problem solving z Clarifying z Informing z Monitoring z Motivating z Consulting z Recognizing z Planning and organizing z Problem solving z Clarifying z Informing z Monitoring z Motivating z Consulting z Recognizing z Supporting z Managing conflict and team building z Networking z Delegating z Developing and mentoring z Rewarding z Supporting z Managing conflict and team building z Networking z Delegating z Developing and mentoring z Rewarding McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Power Coercive Coercive Pow er Pow er Reward Reward Pow er Pow er Legitimate Legitimate Pow er Pow er Expert Pow er Expert Pow er Referent Referent Pow er Pow er McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Leadership: Traditional Explanations Person Person - - based Theories based Theories Situ a tional Theories Situ a tional Theories Dispersed Theories Dispersed Theories Exchange Theories Exchange Theories McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Trait Theory Trait Theory Desire to Lead Desire Desire to Lead to Lead “Can-Do” Attitude “ “ Can Can - - Do Do ” ” Attitude Attitude Self- Confidence Self Self - - Confidence Confidence Honesty and Integrity Honesty Honesty and Integrity and Integrity Intelligence Intelligence Intelligence Ambition and Energy Ambition Ambition and Energy and Energy McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Behavioral Theories Behavioral Theories Initiating Structure Initiating Structure Initiating Structure Ohio State Ohio State Ohio State Em ployee-Orientation Em ployee Em ployee - - Orientation Orientation Production-Orientation Production-Orientation Production-Orientation University of Michigan University of University of Michigan Michigan C onsideration C onsideration C onsideration McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. [...]...The Managerial Grid 1 (1,9) (9,9) Concern for People 2 3 4 5 (5,5) 6 7 8 9 (1,1) 1 (9,1) 2 3 4 5 6 7 8 9 Concern for Production McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Findings of the Fiedler Model Performance Good Poor Relationship-Oriented Task-Oriented Favorable Category • Leader-Member Relations • Task Structure • Position Power McGraw-Hill Moderate Unfavorable... Inspiration Intellectual stimulation Intellectual stimulation Individualized consideration Individualized consideration Laissez-Faire Laissez-Faire McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Applications of Management Perspectives—For the Manager Managers should identify the theories that best fit them and their situations: Some situations call for a strong person to guide... Organization – Structures own and subordinates Encourages self-reward Domination – Restricts or limits the discretion of Encourages self-observation Production – Sets standards for task performance Encourages self-goal setting Recognition – Expresses approval or disapproval Encourages self-criticism Integration – Promotes group cohesion and Encourages self-rehearsal Communication – Provides, seeks, and Acts... or neutralize efforts made by a leader Self-Leadership: leadership that stresses the individual responsibility of employees to develop their own work priorities aligned with organizational goals McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Characteristics of Traditional and Self-Managing Behaviors: Traditional Leader Behaviors Self-Managing Leader Behaviors Organization – Structures... Strong High Weak High Strong High Weak Low Strong Low Weak © 2004 The McGraw-Hill Companies, Inc All rights reserved The Path-Goal Framework Environmental Environmental Contingencies Contingencies Leader Leader Behavior Behavior Outcomes Outcomes Subordinate Subordinate Contingencies Contingencies McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Dispersed Theories Substitute Leadership:attempts... behavior work individuals or groups of behavior reduces group conflict exchanges information with group members Fosters the development of a culture that nourishes and supports self-leadership McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Exchange Theories Transactional Leadership: leaders who use legitimate, coercive, or reward powers to elicit obedience and attempt to instill... they will also bode well for your own career McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Applications of Management Perspectives—For Managing Teams Effective teams have a shared vision and a common purpose that comes from leaders Leadership may come from inside the team itself The increasing prevalence of empowerment and self-leadership underscores the importance of team members... members understanding and developing leadership skills McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Applications of Management Perspectives—For Individuals Employees are more likely to succeed if they can manage themselves without relying on others to motivate them and define their tasks Employees can become self-leaders by: Finding opportunities in their work environment... operation Authentic leadership: An approach that emphasizes the importance of a positive directive force, particularly in an environment of increasing complexity, change, and uncertainty McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Characteristics of Transactional and Transformational Leaders Transactional Leader Transactional Leader Contingent reward Contingent reward Management... Generating enthusiasm for the tasks at hand Individuals can apply these leadership theories to the work environments and improve performance, as well as their potential for advancement McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved . McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 13 Chapter Leadership Leadership McGraw-Hill © 2004 The McGraw-Hill Companies,. Ohio State Em ployee-Orientation Em ployee Em ployee - - Orientation Orientation Production-Orientation Production-Orientation Production-Orientation University