chapter 14 copyright ©2009 by cengage learning inc. all rights reserved 1 chapter 14 leadership
TRANSCRIPT
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Chapter 14
Leadership
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Leadership
DifferencesBetween
Leaders andManagers
DifferencesBetween
Leaders andManagers
Substitutesfor
Leadership
Substitutesfor
Leadership
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Leadership is the process of influencing others to achieve group or organizational goals.
Management is getting work done (efficiently and effectively) through others.
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Leaders versus Managers
MANAGERS
Do things rightStatus quoShort-term
MeansBuilders
Problem solving
MANAGERS
Do things rightStatus quoShort-term
MeansBuilders
Problem solving
LEADERS
Do the right thingChange
Long-termEnds
ArchitectsInspiring & motivating
LEADERS
Do the right thingChange
Long-termEnds
ArchitectsInspiring & motivating
Adapted from Exhibit 14.11.11.1
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Leaders versus Managers
1.11.1
American organizations (and probably those in much of the rest of the industrialized world) are under led
and over managed. They do not pay enoughattention to doing the right thing, while theypay too much attention to doing things right.
--Warren Bennis
American organizations (and probably those in much of the rest of the industrialized world) are under led
and over managed. They do not pay enoughattention to doing the right thing, while theypay too much attention to doing things right.
--Warren Bennis
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Doing the Right Thing
1.11.1
The Three M’s: Mission, Mentor, and Mirror
Business leaders can develop personal ethics by focusing on their mission, a mentor, and the mirror
1. Develop a personal mission statement.
2. Take care in choosing a mentor.
3. Stand in front of the mirror to assess yourethical performance as a business leader.
The Three M’s: Mission, Mentor, and Mirror
Business leaders can develop personal ethics by focusing on their mission, a mentor, and the mirror
1. Develop a personal mission statement.
2. Take care in choosing a mentor.
3. Stand in front of the mirror to assess yourethical performance as a business leader.
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Substitutes for Leadership
Leadership substitutes subordinate, task, or organizational characteristics that
make leaders redundant or unnecessary
Leadership neutralizers subordinate, task, or organizational characteristics that
interfere with a leader’s actions
Leaders don’t always matter Poor leadership is not the cause of every
organizational crisis1.21.2
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Who Leaders Are and What Leaders Do
Leadership Traits
Leadership Traits
LeadershipBehavior
LeadershipBehavior
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Trait theory: effective leaders possess a similar set of traits or characteristics. Also called the “great persontheory. For example: good leaders are taller???
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Leadership Traits
LeadershipTraits
Desireto Lead
Honestyand
Integrity
Drive Self-Confidence
EmotionalStability
CognitiveAbility
Knowledgeof the
Business
2.12.1
Adapted from Exhibit 14.3
Drive=high level of effort, achievement, motivation, etc.Desire to lead=want to be in charge, influence others.Honesty/Integrity= being truthful and doing what they
said they would do.Self confidence: believing in one’s abilityEmotional stability=even tempered and consistentCognitive ability=capacity to analyze complex informationBusiness knowledge=lengthy experience in the industry, understand key decisions and concerns facing the company.
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• What aspects of leadership does Dahlgren say are important for submarine commanders?
•Which leadership behaviors or traits does he emphasize?
•Are these traits or behaviors right for the situation? Why or Why not?
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Biz Flix: U-571
Take Two Video
Click
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Leadership Behaviors
2.22.2
Initiating Structure
The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks.
Consideration
The extent to which a leader is friendly, approachable, and supportive and shows concern for employees.
Lee Scott, WalMart
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Blake/Moulton Leadership Grid
Adapted from Exhibit 14.4
2.22.2
1,91,9 Country Club Country Club ManagementManagement
9,9 9,9 Team Team ManagementManagement
1,11,1Impoverished Impoverished ManagementManagement 9,19,1
Authority-Authority-ComplianceCompliance
5,55,5Middle of theMiddle of the
RoadRoad5,55,5
1 2 3 4 5 6 7 8 91
2
3
4
5
6
7
8
9
Co
nce
rn f
or
Peo
ple
Concern for Production
High
Low
Low High
Which style of management is best?
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Putting Leaders in the Right Situation:Fiedler’s Contingency Theory
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GroupPerformance
GroupPerformance =
LeadershipStyle
LeadershipStyle
SituationalFavorableness
SituationalFavorableness
Adapted From Exhibit 14.5
Fiedler‘s theory says that leaders are effective when the work groups they leadperform well.
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Putting Leaders in the Right Situation:Fiedler’s Contingency Theory
Least Preferred CoworkerLeast Preferred Coworker
Situational FavorablenessSituational Favorableness
Matching Leadership Stylesto Situations
Matching Leadership Stylesto Situations
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Leadership Style:Least Preferred Coworker
Leadership style is the way a leader generally behaves toward followers seen as stable and difficult to change
Style is measured by the Least Preferred Co-worker scale (LPC) relationship-oriented task-oriented
3.13.1
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Leadership Style:Least Preferred Coworker Scale
3.13.1
Adapted From Exhibit 14.6
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Situational Favorableness
3.23.2
Situational Favorableness
The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members.
Three factors: Leader-member relations Task structure Position power
Is the leader trusted?
Subordinate tasks clearly defined?
Can leader hire, fire, etc.?
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Situational Favorableness
Adapted from Exhibit 14.7
3.23.2
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Matching Leadership Styles to Situations
Adapted from Exhibit 14.8
3.33.3
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Path-Goal Theory
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Path-Goal Theory
A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment. In contrast to Fiedler’s contingency theory,
path-goal theory assumes that leaders can change and adapt their leadership styles.
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Basic Assumptions of Path-Goal Theory
Adapted From Figure 14.9
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Clarify paths to goalsClarify paths to goals
Clear paths to goals by solving problems and removing roadblocks
Clear paths to goals by solving problems and removing roadblocks
Increase the number and kinds of rewardsavailable for goal attainment
Increase the number and kinds of rewardsavailable for goal attainment
Do things that satisfy followers today or will lead to future rewards or satisfaction
Do things that satisfy followers today or will lead to future rewards or satisfaction
Offer followers something unique and valuablebeyond what they’re experiencing
Offer followers something unique and valuablebeyond what they’re experiencing
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Path-Goal Theory
Adapted From Figure 14.10
Subordinate Contingencies•Perceived Ability•Locus of Control•Experience
Subordinate Contingencies•Perceived Ability•Locus of Control•Experience
Environmental Contingencies•Task Structure•Formal Authority System•Primary Work Group
Environmental Contingencies•Task Structure•Formal Authority System•Primary Work Group
Outcomes•Subordinate satisfaction•Subordinate performance
Outcomes•Subordinate satisfaction•Subordinate performance
Leadership Styles•Directive•Supportive•Participative•Achievement-Oriented
Leadership Styles•Directive•Supportive•Participative•Achievement-Oriented
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Adapting Leader Behavior:Path-Goal Theory
LeadershipStyles
LeadershipStyles
Subordinateand
EnvironmentalContingencies
Subordinateand
EnvironmentalContingencies
OutcomesOutcomes
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Leadership StylesDirective
clarifying expectations and guidelines
Supportive being friendly and approachable
Participative allowing input on decisions
Achievement-Oriented setting challenging goals
4.14.1
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Leadership Styles
Martin Winterkorn of Audi uses a directive style. His employees know exactly what is expected of them.
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Subordinate and Environmental Contingencies
Perceived ability
Locus of control
Experience
Perceived ability
Locus of control
Experience
Subordinate Environmental
Task structure
Formal authority system
Primary work group
4.24.2
How much ability subordinates believe they have for doing their jobs well.
The extent to which people believe that they have control over what happens to them in life.
The level of experience of the subordinatesThe degree to which the requirements of a subordinate’s tasks are clearly specified.
The organizations established set of procedures, rule, and policies.
The amount of work-oriented participation or emotional support that is provided by the employee’s immediate work group.
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Path Goal Theory:When to Use Leadership Styles
Directive Leadership Supportive Leadership Unstructured tasks Inexperienced workers Workers with low perceived ability Workers with external locus of
control Unclear formal authority system
Structured, simple, repetitive tasks
Stressful, frustrating tasks When workers lack confidence Clear formal authority system
Participative Leadership Achievement-Oriented Leadership Experienced workers Workers with high perceived ability Workers with internal locus of
control Workers not satisfied with rewards Complex tasks
Unchallenging tasks
Directive Leadership Supportive Leadership Unstructured tasks Inexperienced workers Workers with low perceived ability Workers with external locus of
control Unclear formal authority system
Structured, simple, repetitive tasks
Stressful, frustrating tasks When workers lack confidence Clear formal authority system
Participative Leadership Achievement-Oriented Leadership Experienced workers Workers with high perceived ability Workers with internal locus of
control Workers not satisfied with rewards Complex tasks
Unchallenging tasks
Adapted from Exhibit 14.114.24.2
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Adapting Leadership Behavior
WorkerReadiness
WorkerReadiness
LeadershipStyles
LeadershipStyles
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Hersey and Blanchard’s Situational Leadership Theory
Situational leadership theory states that leaders need to adjust their leadership styles to match their followers’ readiness.
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Worker Readiness
The ability and willingness to take responsibility for directing one’s behavior at work
Components of worker readiness:
Job readiness Psychological readiness
5.15.1
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Worker Readiness
R4R4
R3R3
R2 R2
R1R1
confidentwilling able
confidentwilling able
insecurenot willingable
insecurenot willingable
confidentwilling not able
confidentwilling not able
insecure not able not willing
insecure not able not willing
5.15.1
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Leadership Styles
Telling(R1)
Telling(R1)
Selling(R2)
Selling(R2)
Participating(R3)
Participating(R3)
Delegating(R4)
Delegating(R4)
high task behaviorlow relationship behavior
high task behaviorlow relationship behavior
high task behaviorhigh relationship behavior
high task behaviorhigh relationship behavior
low task behaviorhigh relationship behavior
low task behaviorhigh relationship behavior
low task behaviorlow relationship behavior
low task behaviorlow relationship behavior
5.25.2
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Approaches to Leadership
TraitsBehaviorsSituational theoriesStrategic leadership
Visionary• Charismatic leadership• Transformational leadership
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Visionary Leadership
CharismaticLeadership
CharismaticLeadership
TransformationalLeadership
TransformationalLeadership
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Charismatic Leadership
Creates an exceptionally strong relationship between leader and follower
Charismatic leaders: articulate a clear vision, based on values model values consistently with vision communicate high performance expectations display confidence in followers’ abilities
7.17.1
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Kinds of Charismatic LeadersEthical Charismatics
provide developmental opportunities open to positive and negative feedback recognize others’ contributions share information concerned with the interests of the group
Unethical Charismatics control and manipulate followers do what is best for themselves only want positive feedback motivated by self-interest
7.17.1
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Ethical and Unethical Charismatic Leaders
Exercising Power Power is used to serve others
Creating the vision Followers help develop the vision
Communicating with followers
Two-way communication
Accepting feedback Open to feedback
Want followers to think and to questions the status quo
Stimulating followers
Developing followers Focus on developing followers
Living by moral standards
Three virtues: courage, sense of fairness, integrity
Charismatic Leader Charismatic Leader BehaviorsBehaviors
Ethical CharismaticsEthical Charismatics
7.17.1Adapted from Exhibit 14.15
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Ethical and Unethical Charismatic Leaders
Charismatic Leader Charismatic Leader BehaviorsBehaviors
Unethical CharismaticsUnethical Charismatics
Exercising Power Power is used to dominate others
Creating the vision Vision comes solely from the leader
Communicating with followers
One-way communication, not open to input from others
Accepting feedback Prefer yes-men, punish candid feedback
Don’t want followers to think, prefer uncritical acceptance of own ideas
Stimulating followers
Developing followers Insensitive to followers’ needs
Living by moral standards
Follow standards only if they satisfy immediate self interests
7.17.1Adapted from Exhibit 14.15
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Transformational Leadership
Generates awareness and acceptance of group’s purpose and mission
Gets followers to accomplish more than they intended or thought possible
7.27.2