Briefly describe the five key elements of leadership. Identify and define the managerial leadership skills. List the ten managerial roles based on their three categories. Explain the interrelationships among the levels of leadership analysis. Describe the major similarity and difference between the trait and behavioral leadership theories. Discuss the interrelationships between trait and behavioral leadership theories and contingency theories. Define the key terms in this chapter. © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Leadership Is Everyone’s Business Leadership is one of the oldest domains of management research. Leadership is a widely debated and discussed topic with extensive business press coverage. Effective global leaders are a vital asset for organizations as a competitive advantage. Effective leadership makes a positive difference in people’s lives, group functioning and the success of organizations. © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Defining Leadership Leadership Has no one universal definition, but rather it has many different definitions Is complex and thus hard to define Is the influencing process of leaders and followers to achieve organizational objectives through change © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

The Role of Influence Influence Is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change Is the essence of leadership How Do Managers and Leaders Use Influence Managers may influence through coercion Leaders influence by gaining followers’ commitment and enthusiasm © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Characteristics of Effective Leaders Know when to lead and when to follow Influence followers to support organizational objectives and interests Provide direction Set challenging objectives and lead the charge to achieve them Influence change for continual improvement Enjoy working with people and helping them succeed © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Managerial Leadership Skills Technical (Business) Skills Involve the ability to use methods and techniques to perform a task. Interpersonal Skills Involve the ability to understand, communicate, and work well with individuals and groups through developing effective relationships. Decision-making Skills Are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities. © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Interpersonal Role as Figurehead Figureheads Represent the organization or department in legal, social, ceremonial, or symbolic activities Are considered a top management function, however, leaders throughout the firm can perform this role Role Includes: Signing official documents Entertaining clients and official visitors Speaking engagements (formal and informal) Presiding at meetings and ceremonies © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Interpersonal Role as Leader The Leadership Role: Pervades all managerial behavior Influences how leaders perform other roles Role Includes: Hiring and training Giving instructions and coaching Evaluating performance © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Interpersonal Role as Liaison Liaison Role Involves interacting with people outside the organizational unit Role Includes: Networking Developing relationships Gaining information and favors Serving on committees Attending professional meetings Keeping in touch with other people and organizations © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Informational Role as Monitor Monitoring Involves gathering information and then analyzing information to discover problems and opportunities Role Includes: Reading memos, reports, and publications Talking to others Attending meetings Observing competitors © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Informational Role as Disseminator Passes information to others via: Oral means Telephone or voice mail One-on-one discussions Meetings Written media E-mail Printed documents Handwritten notes © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Informational Role as Spokesperson Provides information to people outside the organizational unit Examples: Meeting with upper management to discuss the unit’s performance Meeting with the budget officer to discuss the unit’s budget Answering letters Reporting information to the government © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Decisional Role as Entrepreneur Entrepreneurs Are innovative initiators of both organizational change and unit improvements Examples: Developing new or improved products and services Developing new ways to process products and services Purchasing new equipment © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Decisional Role as Disturbance-Handler A Disturbance Handler Takes corrective action during crisis or conflict situations that require reaction to unexpected events Is a role typically given priority by leaders Disturbance-Handler Situations: A union strike Equipment breakdown Needed material not arriving on time Tight schedules © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Decisional Role as Resource-Allocator Resource Allocation Involves scheduling, requesting authorization, and performing budgeting activities Decision Examples: Deciding what is done now, later, or not at all Setting priorities and time management Allocating raises, overtime, and bonuses Scheduling employee, equipment, and material use © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Decisional Role as Negotiator Negotiators Represent their organizational units in transactions that have no set boundaries Negotiating Examples: Setting pay and benefits for a new professional employee or manager Reaching agreement on a labor union contract Contracting with customers or suppliers © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Levels of Analysis of Leadership Theory: Individual Level Focuses on the individual leader and the relationship with individual followers Considers the “dyadic process” The reciprocal influence that leaders and followers have on each other © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Levels of Analysis of Leadership Theory: Group Level Focuses on the relationship between the individual leader and the collective group of followers Examines the “group process” How the leader contributes to group effectiveness Leadership role is an important part is meetings © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Levels of Analysis of Leadership Theory: Organizational Level Focuses on how top management influences organizational performance Studies the “organizational process” How the organization adapts and transforms © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Interrelationships among the Levels of Analysis Group and organizational performance are based on individual performance If individual performance is low, then group and organizational performance will be low as well Organizational performance is also based on group performance If groups are ineffective, organizational performance will be low Both group and organizational performance also affect the performance of the individual If both the group members and the group are highly motivated and productive, individuals will likely be productive as well © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Leadership Theories Attempt to explain some aspect of leadership Have practical value because they can be used to better understand, predict, and control successful leadership © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Trait Theories of Leadership Attempt to identify the distinctive physical and psychological traits of individuals that account for leadership effectiveness Examples: High energy level Appearance Aggressiveness Persuasiveness Dominance Self-reliance © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Behavioral Leadership Theories Behavioral Theories Attempt to explain distinctive styles used by effective leaders, or to define the nature of their work—what the leader actually does on the job (behavior) Are exemplified by Mintzberg’s ten managerial roles Explored two generic dimensions of effective leader behavior: Task-oriented leadership People-oriented leadership © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Contingency Leadership Theories Contingency Theories Attempt to explain the appropriate leadership style based on the leader, followers, and situation Are called “universal theories” Try to predict which traits and/or behaviors will result in leadership success given the situational variables © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Integrative Leadership Theories Integrative Theories Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader–follower relationships Explore why the same behavior by the leader may have a different effect on followers, depending on the situation. © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

From the Management to the Leadership Theory Paradigm The Paradigm Describes the shift from the older autocratic management style to the newer participative leadership style of management Focuses on how to integrate management and leadership, or on developing leadership skills of managers and employees, Points out that successful leaders can become good at managing, and successful managers can become good leaders © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Management versus Leadership Old-Style Managers: Were autocratic Made all decisions Maintained tight controls over employees New Leader-Managers: Are primarily participative Focus on leadership Share management functions with employees Have good relationships with followers Realize that people are the most important asset © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.