m a n a g e m e n t m a n a g e m e n t 1 st e d i t i o n gulati | mayo | nohria gulati | mayo |...
Post on 30-Dec-2015
213 Views
Preview:
TRANSCRIPT
M A N A G E M E N TM A N A G E M E N T11stst E D I T I O N E D I T I O N
Gulati | Mayo | NohriaGulati | Mayo | Nohria
Chapter 12Chapter 12
LEADERSHIP INLEADERSHIP IN ORGANIZATIONSORGANIZATIONS
INDIVIDUAL INDIVIDUAL PERSPECTIVEPERSPECTIVE
©South-Western, a part of Cengage Learning©South-Western, a part of Cengage Learning PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
Learning ObjectivesLearning Objectives
• Explain why the study of leadership is so complicated Explain why the study of leadership is so complicated and identify some of the various debates about the study and identify some of the various debates about the study of leadershipof leadership
• Describe the different theories of leadership that have Describe the different theories of leadership that have emerged from the study of individual readersemerged from the study of individual readers
• Describe how leaders are influenced by followers and Describe how leaders are influenced by followers and describe the theories of leadership that have been describe the theories of leadership that have been derived from analyzing the leader-follower dynamicderived from analyzing the leader-follower dynamic
• Explain how the situational context influences the Explain how the situational context influences the exercise of exercise of leadershipleadership
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–22
The Leader:The Leader:Who is a Leader? Traits and SkillsWho is a Leader? Traits and Skills
The Leader:The Leader:Who is a Leader? Traits and SkillsWho is a Leader? Traits and Skills
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–33
Explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders
Explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders
“Great Man” theory
“Great Man” theory
Tries to reveal a set of universal traits and skills that are relevant in all leadership situations
Tries to reveal a set of universal traits and skills that are relevant in all leadership situations
Traits-based leadership
theory
Traits-based leadership
theory
• Self-confidence• Initiative• Risk taking• Persistence• High level of physical energy • Motivation to complete tasks
• Self-confidence• Initiative• Risk taking• Persistence• High level of physical energy • Motivation to complete tasks
Common leadership
traits
Common leadership
traits
Leadership SkillsLeadership SkillsLeadership SkillsLeadership Skills
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–44
A leader’s ability to understand the internal and external environments, make decisions with sound reasoning, and communicate effectively
A leader’s ability to understand the internal and external environments, make decisions with sound reasoning, and communicate effectively
Cognitive skills
Cognitive skills
A leader’s knowledge about an organization and job-related activities
A leader’s knowledge about an organization and job-related activities
Technical skills
Technical skills
A leader’s ability to interact with othersA leader’s ability to interact with othersInterpersonal
skillsInterpersonal
skills
The core values and fundamental beliefs that drive behavior in variable situations
The core values and fundamental beliefs that drive behavior in variable situationsCharacterCharacter
Leadership Style Leadership Style Leadership Style Leadership Style
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–55
The pattern of behaviors that leaders use in situationsThe pattern of behaviors that leaders use in situations
Behaviors that prioritize the accomplishment of a task in an efficient and reliable way
Behaviors that prioritize the accomplishment of a task in an efficient and reliable way
Task-oriented behavior
Task-oriented behavior
Behaviors that prioritize interpersonal relationships, the value of workers as humans, and a strong commitment to the unit and its mission
Behaviors that prioritize interpersonal relationships, the value of workers as humans, and a strong commitment to the unit and its mission
Relations-oriented behavior
Relations-oriented behavior
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–66
Figure 12.1 -The Managerial Grid
The Charismatic LeaderThe Charismatic LeaderThe Charismatic LeaderThe Charismatic Leader
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–77
Individuals who arouse strong followership through inspirational visions and/or compelling personal attributes
Individuals who arouse strong followership through inspirational visions and/or compelling personal attributes
Charismatic leaders
Charismatic leaders
• Exhibit extreme self-confidence about their values
• Possess willingness to take personal risks
• Have a strong moral conviction to exercise their power positively
• Communicate vision through powerful imagery, symbolism, and metaphor
• Exhibit extreme self-confidence about their values
• Possess willingness to take personal risks
• Have a strong moral conviction to exercise their power positively
• Communicate vision through powerful imagery, symbolism, and metaphor
Patterns in charismatic
leaders
Patterns in charismatic
leaders
Transformational Leadership TheoryTransformational Leadership TheoryTransformational Leadership TheoryTransformational Leadership Theory
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–88
The set of behaviors that leaders use to transform, or change, their organization and individuals for the better
The set of behaviors that leaders use to transform, or change, their organization and individuals for the better
Transformationalleadership
Transformationalleadership
• Charisma and vision
• Inspirational motivation
• Intellectual stimulation
• Individualized consideration
• Charisma and vision
• Inspirational motivation
• Intellectual stimulation
• Individualized consideration
Components of transformational
leadership
Components of transformational
leadership
Transactional Leadership TheoryTransactional Leadership TheoryTransactional Leadership TheoryTransactional Leadership Theory
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–99
The process of a leader providing something the subordinates want
The process of a leader providing something the subordinates want
Transactional leadership
Transactional leadership
• Contingent reward
• Active management-by-exception
• Passive management-by-exception
• Contingent reward
• Active management-by-exception
• Passive management-by-exception
Components of transactional
leadership
Components of transactional
leadership
Components of Transactional LeadershipComponents of Transactional LeadershipComponents of Transactional LeadershipComponents of Transactional Leadership
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–1010
A method of leadership done passively or actively that describes when leaders should intervene to increase a subordinate’s effort to meet standards
A method of leadership done passively or actively that describes when leaders should intervene to increase a subordinate’s effort to meet standards
Management-by-exception
Management-by-exception
The exchange process between leaders and followers in which leaders offer rewards to subordinates in exchange for their services
The exchange process between leaders and followers in which leaders offer rewards to subordinates in exchange for their services
Contingent reward
Contingent reward
Leader-Member Exchange TheoryLeader-Member Exchange TheoryLeader-Member Exchange TheoryLeader-Member Exchange Theory
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–1111
A method of leadership in which leaders treat each member differently, and as a result, develop unique relationships with each member
A method of leadership in which leaders treat each member differently, and as a result, develop unique relationships with each member
Leader-member exchange (LMX)
theory
Leader-member exchange (LMX)
theory
Favored subordinates
Favored subordinates who are assigned more interesting tasks, given greater responsibility
and authority, and receive more tangible
rewards and more resources
Subordinates who are expected to simply
comply with formal rules and do what is required of them; as a result, they
receive the standard benefits of the job
In-groups Out-groups
The LMX Relationship Life Cycle:The LMX Relationship Life Cycle:The Role-Making ProcessThe Role-Making Process
The LMX Relationship Life Cycle:The LMX Relationship Life Cycle:The Role-Making ProcessThe Role-Making Process
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–1212
Acquaintance phase - When a leader offers the subordinate a chance to increase his or her responsibility in the group and the subordinate must accept the new role
Acquaintance phase - When a leader offers the subordinate a chance to increase his or her responsibility in the group and the subordinate must accept the new role
Stranger phase - Leaders and subordinate interactions are formal and based on organizational policies
Stranger phase - Leaders and subordinate interactions are formal and based on organizational policies
Mature partnership phase - Leaders and followers develop strong mutual trust, respect, and obligation
Mature partnership phase - Leaders and followers develop strong mutual trust, respect, and obligation
Phases in which a leader and follower undergo a process that dictates whether followers become part of the in-group or out-group
Phases in which a leader and follower undergo a process that dictates whether followers become part of the in-group or out-group
Relationship life cycle
Relationship life cycle
1
2
3
The Leader, the Followers, and the SituationThe Leader, the Followers, and the SituationThe Leader, the Followers, and the SituationThe Leader, the Followers, and the Situation
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–1313
Leaders are more effective depending on the favorability of a leadership situation, which is described by leader-member relations, task structure, and positional power of the leader
Leaders are more effective depending on the favorability of a leadership situation, which is described by leader-member relations, task structure, and positional power of the leader
Fiedler contingency model
Fiedler contingency model
Leader-member relations• Quality of relationships between leaders and
followers
Task structure• Extent to which standard procedures are in place
to complete a task
Positional power• Extent to which a leader has authority to evaluate
performance and administer rewards or punishments
Hersey and Blanchard’s Situational TheoryHersey and Blanchard’s Situational TheoryHersey and Blanchard’s Situational TheoryHersey and Blanchard’s Situational Theory
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–1414
The amount of relationship-related behaviors a leader exhibits
The amount of relationship-related behaviors a leader exhibits
The amount of task-related behaviors a leader exhibits
The amount of task-related behaviors a leader exhibits
The level at which followers are mature enough to perform a specific task, function, or objective
The level at which followers are mature enough to perform a specific task, function, or objective
Leaders have the flexibility and range of skills to adapt their leadership behavior. This type of leadership is based on the interplay of:
Leaders have the flexibility and range of skills to adapt their leadership behavior. This type of leadership is based on the interplay of:
Situational leadership
theory
Situational leadership
theory
1
2
3
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–1515
Figure 12.2 - Leadership Styles Mapped to Subordinates’ Characteristics
House’s Path-Goal TheoryHouse’s Path-Goal TheoryHouse’s Path-Goal TheoryHouse’s Path-Goal Theory
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–1616
The most important aspect in leadership is the follower’s expectation that a task can be accomplished and that it will lead to rewards
The most important aspect in leadership is the follower’s expectation that a task can be accomplished and that it will lead to rewards
Path-goal theory of
leadership
Path-goal theory of
leadership
• Structured or unstructured
• Repetitive or diverse
• Simple or complex
• Structured or unstructured
• Repetitive or diverse
• Simple or complex
Task characteristics
Task characteristics
• Directive
• Participative
• Supportive
• Achievement-oriented
• Directive
• Participative
• Supportive
• Achievement-oriented
Leader behaviorsLeader
behaviors
• Preferences for structure
• Desire for control
• Confidence in ability
• Preferences for structure
• Desire for control
• Confidence in ability
Subordinates’ characteristicsSubordinates’ characteristics
Leadership Substitutes and NeutralizersLeadership Substitutes and NeutralizersLeadership Substitutes and NeutralizersLeadership Substitutes and Neutralizers
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–1717
Aspects of a situation that make leadership unnecessaryAspects of a situation that make leadership unnecessarySubstitutesSubstitutes
Aspects of a situation that hinder a leader’s ability to act a particular way
Aspects of a situation that hinder a leader’s ability to act a particular wayNeutralizersNeutralizers
KEY TERMSKEY TERMS
© South-Western, a part of Cengage Learning© South-Western, a part of Cengage Learning 12–12–1818
CharacterCharacter
Charismatic leadersCharismatic leaders
Cognitive skillsCognitive skills
Contingent rewardContingent reward
Fiedler contingency modelFiedler contingency model
““Great Man” theoryGreat Man” theory
Interpersonal skillsInterpersonal skills
Leader-member exchange theoryLeader-member exchange theory
Leadership neutralizersLeadership neutralizers
Leadership styleLeadership style
Leadership substitutesLeadership substitutes
Management-by-exceptionManagement-by-exception
Managerial gridManagerial grid
Path-goal theory of leadershipPath-goal theory of leadership
Relationship life cycleRelationship life cycle
Relations-oriented behaviorRelations-oriented behavior
Situational leadershipSituational leadership
Task-oriented behaviorTask-oriented behavior
Technical skillsTechnical skills
Traits-based leadership theoryTraits-based leadership theory
Transactional leadershipTransactional leadership
Transformational leadershipTransformational leadership
top related