MANAGEMENT RICHARD L. DAFT

Leadership CHAPTER 16

Learning Outcomes Define leadership and explain its importance for organizations. Describe how leadership is changing in today’s organizations. Identify personal characteristics associated with effective leaders. Define task-oriented behavior and people-oriented behavior and explain how these categories are used to evaluate and adapt leadership style. Describe Hershey and Blanchard's situational theory and its application to subordinate participation. Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors. Describe transformational leadership and when it should be used. Explain how followership is related to effective leadership. Identify sources of leader power and the tactics leaders use to influence others. Explain servant leadership and moral leadership and their importance in contemporary organizations. Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

What’s Your Personal Style? Some of the most attitudes and behaviors in an organization are those of its leaders There are many variations to leadership Ideas about leadership change over time Leadership depends on organization and situation Leadership is one of the most widely researched and discussed topics Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

The Nature of Leadership An organization is only as good as its leadership There are three key variables to leadership: People Influence Goals Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Contemporary Leadership Leadership evolves with time… Level 5 Leadership Defined in book Good to Great Complete lack of ego Focus on organization & results Interactive Leadership Minimizing personal ambition and developing others Favors consensual and collaborative processes Grew from observation of male vs. female leaders Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

The Level 5 Leadership Hierarchy Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

From Management to Leadership Good management is essential Leadership is required Distinct qualities Leadership cannot replace management, it should be in addition to management Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Personal Characteristics of Leaders Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Behavioral Approaches to Leadership Ohio State Studies Consideration: people-oriented behavior Initiating structure: task-behavior that directs work activities Michigan Studies Employee-centered leaders: focused on subordinates human needs Job-centered leaders: meeting schedules, keeping costs low and achieving productivity The Leadership Grid Built on both Ohio State and Michigan Studies Two-dimensional grid w/ five major management styles Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

The Leadership Grid Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Contingency Approaches Hersey and Blanchard’s Situational Theory Characteristics of followers and determining appropriate leadership behavior Adopt one of four leadership styles Fiedler’s Contingency Theory Apply leader’s style to organizational situation Is situation favorable on unfavorable to the leader’s style Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Situational Theory: Hersey & Blanchard Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

How Leader Style Fits the Situation Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Substitutes and Neutralizers for Leadership Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Charismatic Leadership Leadership can inspire and motivate people Charismatic Leaders Lofty visions Ability to understand and empathize Empowering and trusting subordinates Charismatic leaders are less predictable and create an environment of change Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Transformational vs. Transactional Leadership Transformational leaders drive innovation and change Recognize needs of followers Inspire others to believe in themselves Different than transactional leadership Initiate structure, provide rewards Excel in management functions Transformational leaders have positive impact on followers Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Followership Leaders can develop understanding of followers Leaders can develop understanding of followers Good followers have leadership traits Effective followers are independent, critical thinkers Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Power and influence are not the same. Power and influence are not the same. Position Power Legitimate Power: formal position Reward Power: authority to reward others Coercive Power: authority to punish or recommend Personal Power Expert Power: knowledge and skills Referent Power: personal characteristics Other Source of Power Personal Effort: initiative Network of Relationships: cultivated people resources Information: access to information Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Interpersonal Influence Tactics Use rational persuasion Make people like you Rely on the rule of reciprocity Develop allies Ask for what you want Make use of higher authority Reward the behaviors you want Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Leadership as Servant Servant Leadership Servant Leadership Servant Leadership Servant Leadership Leaders who transcend self-interest to serve others in the organization Servant leaders give away their power, information, ideas, recognition Moral Leadership Business is about values, not just economic performance Focus on right from wrong and choosing to do the right thing Moral Leadership Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.