Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc

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Chapter 13 Leading -- to Inspire Effort Planning Ahead What is leadership? How do leaders gain and use power? What are the important leadership traits and behaviors? What can be learned from contingency theories of leadership? What are current trends in leadership development? Schermerhorn - Chapter 13

The Nature of Leadership Leadership and Vision Leadership process of inspiring others to work hard to accomplish important tasks Vision someone who has a clear sense of the future Schermerhorn - Chapter 13

The Nature of Leadership Leadership and Power Power ability to get someone else to do what you want them to do Schermerhorn - Chapter 13

The Nature of Leadership Sources of Position Power Reward influence through rewards Coercive influence through punishment Legitimate influence through authority Schermerhorn - Chapter 13

The Nature of Leadership Sources of Personal Power Expert influence through special expertise Referent influence through identification Schermerhorn - Chapter 13

The Nature of Leadership Turning Power Into Influence centrality criticality visibility Schermerhorn - Chapter 13

The Nature of Leadership Turning Power Into Influence position, power, and interpersonal skills no substitute for expertise likable personal qualities are very important effort and hard work breed respect personal behavior must support expressed values Schermerhorn - Chapter 13

The Nature of Leadership Acceptance Theory of Power the other person must understand the directive feel capable of carrying out the directive feel the directive is in the organization’s best interests believe the directive is consistent with personal values Schermerhorn - Chapter 13

The Nature of Leadership Leadership and Empowerment benefits allows people to act independently manager gains power creates positive relationships builds reference power Schermerhorn - Chapter 13

Leadership Traits and Behaviors Search for Leadership Traits drive desire to lead motivation honesty and integrity self-confidence intelligence and knowledge flexibility Schermerhorn - Chapter 13

Leadership Traits and Behaviors Focus on Leadership Behaviors Task and People Concerns task concern plans and defines work to be done assigns task responsibilities sets clear work standards urges task completion monitors results Schermerhorn - Chapter 13

Leadership Traits and Behaviors Focus on Leadership Behaviors Task and People Concerns people concern acts warm and supportive develops social rapport with them respects their feelings sensitive to their needs shows trust in them Schermerhorn - Chapter 13

Leadership Traits and Behaviors Focus on Leadership Behaviors Styles abdicative or laissez-faire directive or autocratic supportive or human relations participative or democratic Schermerhorn - Chapter 13

Contingency Approaches to Leadership Fiedler’s Contingency Model good leadership depends on a match between leadership and situational demands least-preferred coworker scale (LPC) Schermerhorn - Chapter 13

Contingency Approaches to Leadership Fiedler’s Contingency Model Diagnosing situational control leader-member relations (good or poor) degree of task structure (high or low) amount of position (strong or weak) Schermerhorn - Chapter 13

Contingency Approaches to Leadership Fiedler’s Contingency Model Matching leadership style and situation task oriented leader is most successful very favorable (high control) very unfavorable (low control) relationship oriented leader is most successful moderate control situation Schermerhorn - Chapter 13

Contingency Approaches to Leadership Hersey-Blanchard Situational Leadership Model Leaders adjust their styles depending on the readiness of their followers readiness how able, willing, and confident followers are to perform tasks Schermerhorn - Chapter 13

Contingency Approaches to Leadership Hersey-Blanchard Leadership Styles Delegating Participating Selling Telling Schermerhorn - Chapter 13

Developments in Organization Structures Network Structures central core that is linked through networks of relationships with outside suppliers of essential services boundaryless organizations virtual corporations Schermerhorn - Chapter 13

Contingency Approaches to Leadership Matching Hersey-Blanchard Leadership Styles to Follower Readiness Delegating = high readiness Participating = moderate to high readiness Selling = low to moderate readiness Telling = low readiness Schermerhorn - Chapter 13

Contingency Approaches to Leadership House’s Path-Goal Leadership Theory directive supportive achievement-oriented participative Schermerhorn - Chapter 13

Contingency Approaches to Leadership Substitutes for Leadership Subordinate characteristics Task characteristics Organizational characteristics Schermerhorn - Chapter 13

Contingency Approaches to Leadership Vroom-Jago Leader-Participation Theory Choosing the best decision-making method authority consultative group Schermerhorn - Chapter 13

Contingency Approaches to Leadership Vroom-Jago Leader-Participation Theory Effective Leadership know when each decision method is best be able to implement well Schermerhorn - Chapter 13

Contingency Approaches to Leadership Vroom-Jago Leader-Participation Theory Use group-oriented decision-making when leaders lack sufficient information problem is unclear acceptance of decision by others is important adequate time is available Schermerhorn - Chapter 13

Contingency Approaches to Leadership Vroom-Jago Leader-Participation Theory Use authority-oriented decision-making when leaders have expertise to solve problem leader is confident and capable of acting alone others are likely to accept the decision little or no time available for discussion Schermerhorn - Chapter 13

Trends in Leadership Development What is Transformational Leadership? Use of charisma and related qualities to raise aspirations and shift people and organizational systems into new high-performance patterns Schermerhorn - Chapter 13

Trends in Leadership Development Transactional Leadership Use of tasks, rewards and structures to help followers meet their needs while working to accomplish organizational objectives Schermerhorn - Chapter 13

Trends in Leadership Development Qualities of Transformational Leaders vision charisma symbolism empowerment intellectual stimulation integrity Schermerhorn - Chapter 13

Trends in Leadership Development Gender and Leadership Women may be more prone to democratic and participative behaviors Men may be more transactional Schermerhorn - Chapter 13

Trends in Leadership Development “Good Old-Fashioned” Leadership define and establish a sense of mission accept leadership as responsibility rather than rank earn and keep trust of others Schermerhorn - Chapter 13

Trends in Leadership Development Ethical Aspects of Leadership responsibility to set high ethical standards obligation to supply necessary spark to awaken potential high expectations tend to generate high performance Schermerhorn - Chapter 13