©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Seven Leadership ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Objectives To understand: The nature of leadership and followership The difference between traits and behaviors Different leadership styles Early approaches to leadership Self-leadership and super-leadership Coaching as a leadership role ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

The Nature of Leadership Leadership means influencing and supporting others in order to get them to work enthusiastically toward achieving objectives Important elements of leadership: Influence/support Voluntary effort Goal achievement ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Leadership Approaches Descriptive: ways in which the actions of leaders differ Analytical—examining situations and selecting a style which best fits it ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Management and Leadership Primary Role of a Leader Influencing others to voluntarily seek defined objectives Secondary Roles Planning activities Organizing appropriate structures Controlling resources ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Management and Leadership Differences between management and leadership Managers achieve results by directing the activities of others Leaders create a vision and inspire others to achieve it Strong leaders may be weak managers Weak leaders can still be effective managers ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Management and Leadership Leadership ability can be acquired through: Observation of role models Management training Work experiences ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Traits of Effective Leaders Traits are physical, intellectual, or personality characteristics Myers-Briggs personality types Extroverts or introverts Thinkers or feelers Sensers or intuitors Judges or perceivers Most Important Traits High personal drive Desire to lead Personal integrity Self-confidence Secondary Traits Analytical ability Business knowledge Leaders with Narcissism Are filled with their own importance Exaggerate their own achievements Are overconfident and power-seeking Desperately want to feed their own egos ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Leadership Behavior Successful leadership depends more on appropriate behavior, skills, than on traits Traits provide potential Behaviors release and express those traits Broad types of leadership skills: Technical Human Conceptual ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Technical Skill Refers to a person’s knowledge of any type of technique Is the distinguishing feature of job performance at the operating levels In many cases, managers have never practiced the technical skills that they supervise Human skill is the ability to work effectively with people and to build teamwork Giving feedback Coaching Care-giving Showing compassion and support for those who need it ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Conceptual skill Is the ability to think in terms of models, frameworks, and broad relationships, such as long-range plans It becomes increasingly important in higher managerial jobs Conceptual skill deals with ideas; human skill concerns people; technical skill involves things ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Situational Flexibility Three elements to consider… Leader Followers Situation Leadership is more than mere activity… Aggressiveness and constant interaction with others does not guarantee good leadership Recognize different situations and adapt to them on a conscious basis (keeping pressures off the group, Keep quiet so other may talk, be calm) ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Followership Leaders nearly always report to someone else Leaders need validation from superiors as much as they need support from followers (the president of a firm reports to a board of directors) Followership Behaviors Not competing with the leader Being loyal and supportive, a team player Not being a “yes person” Acting as a devil’s advocate Constructively confronting the leader’s ideas, values, and actions Anticipating and preventing potential problems ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Behavioral Approaches to Leadership Style Leadership style is a consistent combination of: Philosophy Skills Traits Attitudes Beliefs about subordinates’ abilities Employee perceptions of leadership style are all that really matters ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Positive and Negative Leaders Positive Leadership Emphasizes rewards Custodial, supportive, collegial and system models Motivation of modern employees is more dependent on this style Negative Leadership Uses threats, fear, and penalties Autocratic Most managers use a mix of both ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Styles and the Use of Power Autocratic leaders centralize power and decision making in themselves Consultative leaders ask for employee input before making a decision Participative leaders decentralize authority; they use employee inputs and participation ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Leader Use of Consideration and Structure Also known as employee orientation and task orientation Considerate Leaders Try to build teamwork Provide psychological support Help employees with personal problems Task-Oriented Leaders Keep people constantly busy Ignore personal issues and emotions Urge employees to produce ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Blake and Mouton’s Managerial Grid ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Substitutes and Enhancers for Leadership Leadership Roles Can create dependency on leaders Can stifle the growth and autonomy of workers Leaders may lack the traits, knowledge, and skills needed to fulfill the roles Neutralizers Physical distance Rigid reward systems A practice of bypassing the managers ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Substitutes and Enhancers for Leadership Substitutes for Leadership Peer appraisal/feedback Gain-sharing reward systems Staff available for problems Jobs redesigned for more feedback Methods for resolving interpersonal conflict Team building to solve work-related problems Employee needs for independence ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Substitutes and Enhancers for Leadership Leadership Enhancers Superordinate goals Increased group status Increased leader status and reward power Leader as central source of information Increased subordinates’ view of leader’s expertise, influence, and image Use of crises to demonstrate leader’s capabilities ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Self-Leadership and Superleadership Performing naturally motivating tasks Doing work that is required but not rewarding Requires behavior skills of self-observation, self-set goals, self-reward, rehearsal of activities, and self-criticism Involves mental activities of building natural rewards into tasks, focusing on natural rewards, and establishing effective thought patterns ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Self-Leadership and Superleadership Superleadership begins with a set of positive beliefs about workers Practicing and modeling self-leadership Communicating positive self-expectations to employees Rewarding progress toward self-leadership Making self-leadership part of the unit’s desired culture ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Coaching Coach is a rapidly-emerging metaphor for leader Coaches are cheerleaders and facilitators They recognize the occasional need to be tough and demanding Focuses on enhanced performance supported by high expectations and timely feedback ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Coaching Areas in which most managers need coaching: Improving interaction style Dealing more effectively with change Developing listening and speaking skills Prerequisites to Successful Coaching Willingness to change Capability to change Opportunity to practice new behaviors ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved