Leadership Chapter 12 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

Learning Objectives LO 1 Discuss what it means to be a leader LO 2 Summarize what people want and what organizations need from their leaders LO 3 Explain how a good vision helps you be a better leader LO 4 Identify sources of power in organizations LO 5 List personal traits and skills of effective leaders 12-2

Learning Objectives (cont.) LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them LO 7 Distinguish between charismatic and transformational leaders LO 8 Describe types of opportunities to be a leader in an organization LO 9 Discuss how to further your own leadership development 12-3

Leadership  Leader  One who influences others to attain goals.For good or evil.  The greater the number of followers, the greater the influence  Who is a follower?Why? 12-4

Key Leadership Behaviors 1.Challenge the process 2.Inspire a shared vision 3.Enable others to act 4.Model the way---Is this true? 5.Encourage the heart 12-5

Vision  Vision  A mental image of a possible and desirable future state of the organization.  Survive negatives 12-6

Leading and Managing  Supervisory leadership  Behavior that provides guidance, support, and corrective feedback for day-to-day activities.  Management  Strategic leadership  Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future. 12-7

Sources of Power 12-8 Legitimate RewardExpertReferent Coercive

Sources of Power 12-9 Figure 12.1

Traditional Approaches to Understanding Leadership  Trait approach  A leadership perspective that attempts to determine the personal characteristics that great leaders share 12-10

Useful Leadership Characteristics Drive Leadership Motivation Integrity Self Confidence Knowledge of the Business

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Ex Personal Characteristics of Leaders Physical characteristics Energy Physical stamina Social background Education Mobility Intelligence and ability Judgment, cognitive ability Knowledge Judgment, decisiveness Personality Self-confidence Honesty and integrity Enthusiasm Desire to lead Independence Work-related characteristics Achievement drive, desire to excel Conscientiousness in pursuit of goals Persistence against obstacles, tenacity Social characteristics Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomatic

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Characteristics of Effective Leaders 1. Driven, high achievers, passionate 2. Possess a strong desire to control others 3. Self-confident 4. Trustworthy and honest 5. Smart, knowledgeable, technically competent 6. Sensitive to people’s needs and feelings 7. Sense of humor 8. Emotionally intelligent

Leader Behaviors  Behavioral approach  A leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit

Leader Behaviors  Task performance behaviors  Actions taken to ensure that the work group or organization reaches its goals.  WIIFM 12-15

Group Maintenance  Group maintenance behaviors  Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group  Leader-Member Exchange (LMX) theory  Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis

Questions Assessing Task Performance and Group Maintenance Leadership Table 12.1

Participation in Decision Making  Autocratic leadership  A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group. My way or else!  Democratic leadership  A form of leadership in which the leader solicits input from subordinates. How can we? 12-18

Participation in Decision Making  Laissez-faire leadership philosophy  characterized by an absence of managerial decision making.  Hide-don’t rock the boat 12-19

Leadership Grid Figure 12.2

Situational Approaches to Leadership  Situational approach  Leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.  Wars—problems-satisfaction 12-21

The Vroom Model of Leadership  Vroom model  A situational model that focuses on the participative dimension of leadership Figure 12.3

Situational Factors for Problem Analysis Table 12.2

Vroom’s Leader Decision Styles Figure 12.3

Fiedler’s Contingency Model  Fiedler’s contingency model of leadership effectiveness  A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation

Fiedler’s Analysis of Situations Figure 12.4

Fiedler’s Contingency Model  Task-motivated leadership  Leadership that places primary emphasis on completing a task.  Get it done  Relationship- motivated leadership  Leadership that places primary emphasis on maintaining good interpersonal relationships.  Your friend 12-27

Hersey and Blanchard’s Situational Theory  Hersey and Blanchard’s situational theory  A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Ex Leader and Manager Qualities SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12.

Hersey and Blanchard’s Situational Theory  Job maturity  The level of the employee’s skills and technical knowledge relative to the task being performed.  Psychological maturity  An employee’s self- confidence and self- respect

Path-Goal Theory  Path-goal theory  A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals

The Path-Goal Framework Figure 12.5

Substitutes for Leadership  Substitutes for leadership  Factors in the workplace that can exert the same influence on employees as leaders would provide

Contemporary Perspectives on Leadership  Charismatic leader  A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.  Follow anywhere 12-34

Contemporary Perspectives on Leadership  Transformational leader  A leader who motivates people to transcend their personal interests for the good of the group.  Transactional leaders  Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered

Contemporary Perspectives on Leadership  Level 5 leadership  A combination of strong professional will (determination) and humility that builds enduring greatness.  Others 12-36

Authenticity  Authentic leadership  A style in which the leader is true to himself or herself while leading  Pseudo- transformational leaders  Leaders who talk about positive change but allow their self- interest to take precedence over followers’ needs  Hypocrite 12-37

Opportunities for Leaders  Servant-leader  A leader who serves others’ needs while strengthening the organization.  Bridge leaders  A leader who bridges conflicting value systems or different cultures

Opportunities for Leaders  Shared leadership  Rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.  Lateral leadership  Style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Causes of Work Stress Four Categories:  Demands associated with job tasks.  Physical demands.  Roles demands (Sets of expected behaviors).  Interpersonal demands.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Five Proven Stress Busters Take a brief break from a stressful situation and do something small and constructive, like washing your car or getting a hair cut. Get help with a stressful task from a co-worker, boss, or friend. Concentrate intensely on reading, surfing the Internet, a sport, or hobby. Contrary to common sense, concentration is at the heart of stress reduction. Finish anything you have started. Accomplishing almost anything reduces some stress. Find somebody or something that makes you laugh, and have a good laugh.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Increasing Productivity Through Delegation and Empowerment 7. Step back from the details 6. Delegate both pleasant and unpleasant tasks 5. Obtain feedback on the delegated task 1. Assign duties to the right people 2. Delegate the whole task 3. Give as much instruction as needed 4. Retain some important tasks for yourself 8. Allow for spending money and using resources