1. 1 Leading

2.  The set of steps used to get organizational members to work together to advance the interests (goals) of the organization 2

3. 3 The Nature of Leadership The Meaning of Leadership  Process: what leaders actually do. Using non forceful way to shape the organization’s goals. Motivating others’ behavior toward goals. Helping to define organizational culture.  Property: who leaders are. The set of good qualities of individuals which make them leaders.  Leaders People who can control the behaviors of others without having to believe on force. People who are accepted as leaders by others.

4. 4 The Nature of Leadership (cont’d) Power and Leadership  Power is the ability to affect the behavior of others. Legitimate power is granted through the organizational hierarchy. Reward power is the power to give or withhold rewards. Coercive power is the capability to force by means of mental, emotional, or physical threat. Referent power is the personal power that add to someone based on identification, loyalty. Expert power is derived from the possession of information or expertise.

5. 5 The Nature of Leadership (cont’d) Using Power  Lawful request Duty of subordinate with a manager’s request because the organization has given the manager the right to make the request.  Helpful obedience A subordinate complies with a manager’s request to get the rewards that the manager controls.  Compulsion Threatening to fire, punish, or warning subordinates if they do not do something.  Normal advice Convincing subordinates that obedience is in their own best interest.

6. 6 The Nature of Leadership (cont’d) Using Power (cont’d)  Personal identification Using the referent power of a superior’s most wanted behaviors to shape the behavior of a subordinate.  Inspirational appeal Influencing a subordinate’s behavior through an appeal to a set of higher ideals or values (e.g., loyalty).  Information misrepresentation Withholding or distorting information (which may create an unethical situation) to influence subordinates’ behavior.

7. 7 Leadership Behaviors Michigan Studies (Rensis Likert)  Identified two forms of leader behavior Job-centered behavior—managers who pay close attention to subordinates’ work, explain work procedures, and are keenly interested in performance. Employee-centered behavior—managers who focus on the development of consistent work groups and employee satisfaction.

8. 8 Leadership Behaviors (cont’d) Ohio State Studies  Identified two basic leadership styles that can be perform at the same time: Initiating-structure behavior—the leader clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda. Consideration behavior—the leader shows concern for subordinates and attempts to establish a friendly and supportive climate.

9. 9 Situational Approaches to Leadership Situational Models of Leader Behavior  Assume that: Appropriate leader behavior varies from one situation to another. Key situational factors that are interacting to determine appropriate leader behavior can be identified.  Leadership range (Tannenbaum and Schmidt)  Variables influencing the decision-making range: Leader’s characteristics—value organization, confidence in subordinates, personal attitude, and feelings of security. Subordinates’ characteristics—independence needs, willingness for responsibility, acceptance of ambiguity, interest in the problem, understanding goals, knowledge, experience, and expectations. Situational Characteristics—type of organization, group effectiveness, the problem itself, and time pressures.

10. 10 Situational Approaches to Leadership (cont’d) Path-Goal Theory ( Robert House )  The primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards.  Leader Behaviors: Directive leader behavior—letting subordinates know what is expected of them, giving guidance and direction, and scheduling work. Supportive leader behavior—being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals. Participative leader behavior—consulting with subordinates, convincing suggestions, and allowing participation in decision making. Achievement-oriented leader behavior—setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates.

11. 11 The Path-Goal Theory Situational Factors: Work Situation Follower lacks self- confidence Supportive Achievement- oriented Participative Directive Leadership Style Impact on Followers Expected Results Lack of job challenge Improper procedures and poor decisions Unclear job Increases self- confidence to complete task Encourages setting high but attainable goals Clarifies follower need for making suggestions and involvement Clarifies path to get rewards Increased effort. job satisfaction, and performance; fewer complaints Improved performance and greater job satisfaction Improved performance and greater satisfaction; less turnover Improved performance and job satisfaction

12. 12 Charismatic (magnetic ) Leadership  Charisma, an interpersonal attraction that inspires support and acceptance, is an individual characteristic of a leader.  Charismatic persons are more successful than noncharismatic persons.  Charismatic leaders are self-confident, have a firm confidence in their belief and ideals, and possess a strong need to influence people.

13. 13 Charismatic Leadership (cont’d)  Charismatic leaders in organizations must be able to: visualize the future, set high expectations, and model behaviors constant with expectations. energize others through an expression of excitement, personal confidence, and patterns of success. enable others by supporting them, by empathizing with them, and by expressing confidence in them.

14. 14  Seven keys to successful leadership Trusting in one’s subordinates Developing a vision Keeping cool Encouraging risk Being an expert Inviting opposition Simplifying things

15. 15 Political Behavior in Organizations Political Behavior  The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.  Common Political Behaviors Inducement—offering to give something to someone else in return for that person’s support. Persuasion—persuading others to support a goal on grounds that are objective and logical as well as subjective and personal. Creation of an obligation—providing support for another person’s position that obliges that person to return the favor at a future date. Coercion—using force to get one’s way. Impression management—making a direct and intentional effort to enhance one’s image in the eyes of others.

16. 16 Political Behavior in Organizations (cont’d) Managing Political Behavior  Reduce the chance of subordinates engaging in political behavior by providing them with independence, responsibility, challenge, and feedback.  Avoid using power to avoid charges of political motivation.  Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political behavior.  Avoid hidden behaviors that give the impression of political aim even if none exists.