McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Eighteen Great Leaders: Styles, Activities, and Skills

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Learning Objectives Relate the style implications from the classic studies and modern theories of leadership Present the widely recognized traditional styles of leadership, including those from the managerial grid and the life-cycle approach Discuss the findings on leadership roles and activities Examine the relationship that activities have with successful and effective leaders Identify and analyze the skills needed for effective leadership of today’s organizations

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Summary Continuum Of Leadership Styles Drawn From The Classic Studies And Theories Of Leadership Boss-Centered Employee-Centered Theory XTheory Y AutocraticDemocratic Production-centeredEmployee-centered CloseGeneral Initiating structureConsideration Task-directedHuman relations DirectiveSupportive DirectiveParticipative

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved The Tannenbaum and Schmidt Continuum Of Leadership Behavior Area of freedom for subordinates Use of authority by the manager Manager makes decisions and announces it Manager “sells” decision Manager presents problem, gets suggestions, makes decision Manager presents ideas and invites questions Manager defines limits; asks group to make decision Manager permits subordinates to function within defined limits Manager presents tentative decision subject to change Boss-centered leadership Employee-centered leadership

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved The Blake And Mouton Managerial Grid Concern for Task Concern for People 1,9 Management Thoughtful attention to needs of people 9,1 Management Efficiency in operations by minimizing human element’s contributions 9,9 Management Work accomplishment is from committed people 1,1 Management Minimum effort to get work done will sustain organiza- tional membership 5,5 Management Adequate organization performance is possible by balancing morale of people with work

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Hersey And Blanchard’s Situational Leadership Model TASK ORIENTED RELATIONSHIP ORIENTED Maturity Level of Followers Very high Very low HighLow

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Frame alignment Role modeling Effective Leadership Vision Passion and self-sacrifice Confidence, determination, persistence Inspirational communication Selective motive arousal Image building Expectation of and confidence in followers External representation Factors Contributing To Effective Leadership Style

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Mintzberg’s Managerial Roles FORMAL AUTHORITY AND STATUS INTERPERSONAL ROLES Figurehead Leader Liaison INFORMATIONAL ROLES Monitor Disseminator Spokesperson DECISIONAL ROLES Entrepreneur Disturbance handler Resource allocator Negotiator

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Luthan’s Conceptual Categories Of Real Managers’ Activities TYPE OF ACTIVITYDESCRIPTION OF CATEGORIES Routine communication Exchanging information Handling paperwork Networking Interacting with outsiders Socializing/Politicking Traditional management Planning Decision making Controlling Human resource management Motivating/Reinforcing Disciplining/Punishing Managing conflict Staffing Training/Developing

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved NetworkingTraditional Management Human ResourcesRoutine Communication Relative Distribution Of Managers’ Activities 29% 19% 32% 20%