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Chapter Seven
Leadership
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Chapter Objectives
To understand:
The nature of leadership and followership
The difference between traits and behaviors
Different leadership styles
Early approaches to leadership
Self-leadership and super-leadership
Coaching as a leadership role
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3. The Nature of Leadership
Leadership means influencing and supporting others
in order to get them to work enthusiastically toward
achieving objectives
Important elements of leadership:
Influence/support
Voluntary effort
Goal achievement
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Leadership Approaches
Descriptive: ways in which the actions of leaders differ
Analytical—examining situations and selecting a style which best fits it
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5. Management and Leadership
Primary Role of a Leader
Influencing others to voluntarily seek defined objectives
Secondary Roles
Planning activities
Organizing appropriate structures
Controlling resources
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6. Management and Leadership
Differences between management and leadership
Managers achieve results by directing the activities of others
Leaders create a vision and inspire others to achieve it
Strong leaders may be weak managers
Weak leaders can still be effective managers
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7. Management and Leadership
Leadership ability can be acquired through:
Observation of role models
Management training
Work experiences
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Traits of Effective Leaders Traits are physical, intellectual, or personality characteristics
Myers-Briggs personality types
Extroverts or introverts
Thinkers or feelers
Sensers or intuitors
Judges or perceivers
Most Important Traits
High personal drive
Desire to lead
Personal integrity
Self-confidence
Secondary Traits
Analytical ability
Business knowledge
Leaders with Narcissism
Are filled with their own importance
Exaggerate their own achievements
Are overconfident and power-seeking
Desperately want to feed their
own egos
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Leadership Behavior
Successful leadership depends more on appropriate behavior, skills, than on traits
Traits provide potential
Behaviors release and express those traits
Broad types of leadership skills:
Technical
Human
Conceptual
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Technical Skill
Refers to a person’s knowledge of any type of technique
Is the distinguishing feature of job performance at the operating levels
In many cases, managers have never practiced the technical skills that they supervise
Human skill
is the ability to work effectively with people and to build teamwork
Giving feedback
Coaching
Care-giving
Showing compassion and support for those who need it
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Conceptual skill
Is the ability to think in terms of models, frameworks, and broad relationships, such as long-range plans
It becomes increasingly important in higher managerial jobs
Conceptual skill deals with ideas; human skill concerns people; technical skill involves things
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12. Situational Flexibility
Three elements to consider…
Leader
Followers
Situation
Leadership is more than mere activity…
Aggressiveness and constant interaction with others does not guarantee good leadership
Recognize different situations and adapt to them on a conscious basis (keeping pressures off the group, Keep quiet so other may talk, be calm)
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Followership
Leaders nearly always report to someone else
Leaders need validation from superiors as much as they need support from followers (the president of a firm reports to a board of directors)
Followership Behaviors
Not competing with the leader
Being loyal and supportive, a team player
Not being a “yes person”
Acting as a devil’s advocate
Constructively confronting the leader’s ideas, values, and actions
Anticipating and preventing potential problems
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14. Behavioral Approaches to Leadership Style
Leadership style is a consistent combination of:
Philosophy
Skills
Traits
Attitudes
Beliefs about subordinates’ abilities
Employee perceptions of leadership style are all that really matters
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15. Positive and Negative Leaders
Positive Leadership
Emphasizes rewards
Custodial, supportive, collegial and system models
Motivation of modern employees is more dependent on this style
Negative Leadership
Uses threats, fear, and penalties
Autocratic
Most managers use a mix of both
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16. Styles and the Use of Power
Autocratic leaders centralize power and decision making in themselves
Consultative leaders ask for employee input before making a decision
Participative leaders decentralize authority; they use employee inputs and participation
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17. Leader Use of Consideration and Structure
Also known as employee orientation and task orientation
Considerate Leaders
Try to build teamwork
Provide psychological support
Help employees with personal problems
Task-Oriented Leaders
Keep people constantly busy
Ignore personal issues and emotions
Urge employees to produce
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18. Blake and Mouton’s Managerial Grid
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19. Substitutes and Enhancers for Leadership
Leadership Roles
Can create dependency on leaders
Can stifle the growth and autonomy of workers
Leaders may lack the traits, knowledge, and skills needed to fulfill the roles
Neutralizers
Physical distance
Rigid reward systems
A practice of bypassing the managers
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20. Substitutes and Enhancers for Leadership
Substitutes for Leadership
Peer appraisal/feedback
Gain-sharing reward systems
Staff available for problems
Jobs redesigned for more feedback
Methods for resolving interpersonal conflict
Team building to solve work-related problems
Employee needs for independence
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21. Substitutes and Enhancers for Leadership
Leadership Enhancers
Superordinate goals
Increased group status
Increased leader status and reward power
Leader as central source of information
Increased subordinates’ view of leader’s expertise, influence, and image
Use of crises to demonstrate leader’s capabilities
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22. Self-Leadership and Superleadership
Performing naturally motivating tasks
Doing work that is required but not rewarding
Requires behavior skills of self-observation, self-set goals, self-reward, rehearsal of activities, and self-criticism
Involves mental activities of building natural rewards into tasks, focusing on natural rewards, and establishing effective thought patterns
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23. Self-Leadership and Superleadership
Superleadership begins with a set of positive beliefs about workers
Practicing and modeling self-leadership
Communicating positive self-expectations to employees
Rewarding progress toward self-leadership
Making self-leadership part of the unit’s desired culture
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Coaching
Coach is a rapidly-emerging metaphor for leader
Coaches are cheerleaders and facilitators
They recognize the occasional need to be tough and demanding
Focuses on enhanced performance supported by high expectations and timely feedback
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Coaching
Areas in which most managers need coaching:
Improving interaction style
Dealing more effectively with change
Developing listening and speaking skills
Prerequisites to Successful Coaching
Willingness to change
Capability to change
Opportunity to practice new behaviors
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