Introduction to management 13th schemerhorn bachrach chapter 14

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Chapter 14 Essentials of Leadership

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Planning Ahead — Key Takeaways

 Define leadership and explain its foundation in power, vision, and

service.

 Identify key leader behaviors that impact leadership effectiveness

 Identify major contingencies that impact leadership effectiveness.

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Chapter 14 Outline

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Chapter 14 Outline

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The Nature of Leadership

 The process of inspiring others to work hard to accomplish important tasks

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Figure 14.1 Leading viewed in relationship to the other management functions

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 Ability to get someone else to do something you want done or make things happen the way you want

 Power should be used to influence and control others for the common good rather seeking to exercise

control for personal satisfaction

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on pow

er

Pers onal

power

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Sources of position power:

• Organizational position or status

confers the right to control those in subordinate positions

 Position power

 Based on a manager’s official status in the organization’s hierarchy of authority

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Sources of personal power:

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an understanding of the actions needed to get there successfully

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 Followers more important than leader

 “Other centered” not “self-centered”

 Power not a “zero-sum” quantity

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and achieve influence

 Effective leaders empower others by providing them with:

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Leadership Traits and Behaviors

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followers

 Leadership styles are recurring patterns of behaviors exhibited by leaders

 Basic dimensions of leadership behaviors:

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Figure 14.2 Classic leadership styles combining concerns for task and concerns for people

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 Classic leadership styles:

 Autocratic style

 Laissez-faire style

 Democratic style

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Contingency Approaches to Leadership

Fiedler’s Contingency Model

 Low LPC  task-motivated leaders

 High LPC  relationship-motivated leaders

change

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Fiedler’s contingency model (cont.)

 Quality of leader-member relations (good or poor)

 Degree of task structure (high or low)

 Amount of position power (strong or weak)

 Very favorable (high control) situations

 Very unfavorable (low control) situations

 Situations of moderate control

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Figure 14.3 Predictions on style-situation fit from Fiedler’s contingency leadership model

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Hersey-Blanchard situational leadership model

 Readiness — how able, willing and confident followers are in performing tasks

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Figure 14.4 Leadership implications of the Hersey-Blanchard situational leadership model

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Hersey-Blanchard leadership styles:

 Low-task, low-relationship style

 Works best in high readiness-situations

 Low-task, high-relationship style

 Works best in low- to moderate-readiness situations

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Hersey-Blanchard leadership styles:

 High-task, high-relationship style

 Work best in moderate- to high-readiness situations

 High-task, low-relationship style

 Work best in low-readiness situations

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House’s path-goal leadership theory

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Path-goal leadership styles:

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When to use House’s leadership styles:

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Substitutes for leadership

 Clarity of plans, formalized rules and procedures

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Leader-Member Exchange Theory (LMX)

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Leader-Member Exchange Theory (LMX)

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Figure 14.5 Elements of leader-member exchange (LMX) theory

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Vroom-Jago leader-participation theory

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Figure 14.6 Leadership implications of Vroom-Jago participation model

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Decision-making options in the Vroom-Jago leader-participation theory:

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Contingency factors in the Vroom-Jago leader-participation theory:

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According to Vroom-Jago leader-participation theory, a leader should use oriented decision methods when:

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According to Vroom-Jago leader-participation theory, a leader should use group-oriented and participative decision methods when:

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Personal Leadership Development

others in extraordinary ways

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Transformational leader

 Someone who is truly inspirational as a leader and who arouses others

to seek extraordinary performance accomplishments

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 Emotional intelligence

 The ability of people to manage emotions in social relationships

 Characteristics of the emotionally intelligent leader:

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Gender and leadership

 Gender similarities hypothesis

using different styles of leadership

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 Women tend to use interactive leadership

 A style that shares qualities with transformational leadership

 Leaders with this style are democratic, participative, and inclusive.

 Men tend to use transactional leadership

 Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace

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Moral leadership

 Ethical leadership that is always “good” and “correct”

 Integrity involves the leader’s honesty, credibility, and consistency in putting values into action

 Moral overconfidence is an overly positive view of one’s strength of character

 Authentic leadership activates positive psychological states to achieve self awareness and positive self-regulation.

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Drucker’s “good old-fashioned” leadership

 Leadership is more than charisma; it is “good old-fashioned” hard work

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 Peter Drucker’s Straight Talk on Leadership

 Defining and communicating a clear vision

 Accepting leadership as a “responsibility” rather than a rank

 Surround yourself with talented people

 Keep your integrity, earn trust

 Don’t be clever, be consistent

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