This chapter’s objectives are to: Define leadership in a global context, distinguish among four basic types of leaders, demonstrate the progression of leadership thought and practice over time, appraise contemporary and emerging leadership perspectives.
MANAGEMENT SECOND EDITION Chapter 13 Managers as Leaders Learning Objectives § § § § Define leadership in a global context Distinguish among four basic types of leaders Demonstrate the progression of leadership thought and practice over time Appraise contemporary and emerging leadership perspectives Copyright ©2017 John Wiley & Sons, Inc ManagersasLeaders(p.326) Đ Leadership ã ã Đ Processofinfluenceaimedatdirectingbehaviortowardthe accomplishmentofobjectives Leaderspeoplewhousecriticalthinkingtosuccessfullyinfluence otherstogetpositiveorganizationalresultsthroughmotivationand communication Leadershipinaglobaleconomy ã ã Modalityofcommunicationhashadasignificantimpactonleadership stylesandbehavior Globalizedcompaniesaffectedbyexternalforcesthatcansignificantly changemanagementchallenges Copyrightâ2017JohnWiley&Sons,Inc ManagersasLeaders(cont.) Đ Positionalpower(p.329) ã ã ã Legitimatepowerinfluencethatamanagerhas becauseofhisorhertitleinsideanorganizationor statusinacommunity Rewardpowerinfluentialabilitytoaffectateam memberpositivelythroughresources,preferred schedules,andadditionalstatus Coercivepowerinfluentialabilitytoinfluence peoplethroughthethreatoforactualnegative consequencesforundesiredactions Copyrightâ2017JohnWiley&Sons,Inc ManagersasLeaders(cont.) Đ Personalpower(p.329) ã ã Referentpowerinfluencethatisbasedona managersappealingtraitsorresources,suchas charismaortheabilitytoofferanemployeea promotion Expertpowerinfluencethatisderivedfrom perceivedknowledge,skill,orcompetence Đ E.g.,amanagerthatisskilledincomputerprogramming hasexpertpowerwithasoftwaredevelopmentteam Copyrightâ2017JohnWiley&Sons,Inc TypesofLeaders(p.330) Đ Directiveleadership ã ã Đ Involves providing specific, taskfocused directions, giving commands, assigning goals, close supervision, and constant followup Influence based on position or legitimate power Transactional leadership • • Creates reward contingencies and exchange relationships that result in calculative compliance on the part of followers Providesrewardsorpunishmentsforperformance Copyrightâ2017JohnWiley&Sons,Inc TypesofLeaders(cont.) Đ Transformationalleadership(p.330) ã Đ Creatingandcommunicatingahigherưlevelvisionina charismaticwaythatelicitsanemotionalresponseand commitment from the followers Empowering leadership • • • Emphasizes employee selfinfluence processes rather than hierarchical control processes Actively encourages followers to take ownership of their own behaviors and work processes “Leading others to lead themselves” Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(p.332) Đ Traitperspective ã ã Systemofideasthatfocusesonidentifyingeffective leadersthroughpersonalcharacteristicsthataredifficultto obtainorcannotbelearned GreatManLeaderspersonsbornintopositionsofpower andauthorityandseenbysomeashavingdivinerightto power(p.333) Đ Đ Maleswerethepredominantleadersthroughouthistory Womenareassumingmoreformalleadershiprolesthroughout society Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Traitsofwomenleaders Figure13.1 Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Majorleadershiptraits Figure13.2 Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Behavioralperspective(cont.) ã Michiganstudies(p.334) Đ Employeeorientedfocusonbuildinginterpersonalrelationships Đ § • More effective leader behavior Production oriented – focus on task completion Managerial Grid (p. 335) – demonstrates how managers balance their concerns for results and people § § Plots a leader’s intensity for results and people on 9point scales Defines five major leadership styles Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Managerial Grid Figure13.3 Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) § Contingency perspective (p. 336) • • Rejects the notion that there is one best way to lead Fiedler’s contingency theory – matches the most suitable leadership style with a particular business situation § Least preferred coworker scale – defines leadership style § § § High scorers are relationship motivated Low scorers are task motivated Leadership situation defined by: § § § Leadermember relations Task structure Positionpower Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Fiedlerscontingencymodel Figure13.4 Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Figure13.5 Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Contingencyperspective(cont.) ã Situationalleadershipmodel(p.338) Đ Đ § Directive behavior – enables the team to achieve goals through clear directions, planning tasks, organizing and prioritizing team member actions, and defining a foreseeable path to success Supportive behavior – encourages positive interpersonal relationships and ensures that team members are comfortable with current circumstances Employees’ competence and commitment to achieving a goal determine the appropriate emphasis on directive and supportive behaviors Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Situational leadership model Figure13.6 Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Contingencyperspective(cont.) ã Pathưgoaltheoryfocusesonleadershipbehaviorsthatmotivatea teamthroughclarification,support,andremovalofbarriersinpursuit ofagoal(p.338) Đ Directive Fourcategoriesofleaderbehavior Participative Supportive Achievement oriented § Team member characteristics determine how leader is perceived by the team Need for affiliation Desire for control Preference for structure § Taskdesign Selfưperceivedlevelofability Taskcharacteristicsalsoinfluencetheteamsmotivation Systemauthority Groupnorms Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Pathưgoaltheorymodel Figure13.7 Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Pathưgoaltheorymotivationfactors Figure13.8 Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Pathưgoaltheorymodel Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Contemporaryperspectivesonleadership(p.341) ã Transformationalleadersupliftandinspiretheir followerstohigherlevelsofmotivationandcommitment achievedby: Đ Đ Đ ã ã Idealizedinfluence(charisma)andinspiration Intellectualstimulation Individualizedconsideration Charismaticleadershipabilitytomotivateemployeesto exceedexpectedperformancethroughaleadersinspiring behavior Pseudotransformationalleadersalthougheffective,their primaryaimandgoalsaretoseekpersonalpowerand wealthorcauseharmtoothers Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Contemporaryperspectivesonleadership(cont.) ã Empoweringleadershipencouragesfollowerstotake greaterresponsibilityfortheirbehavior(p.341) Đ Particularlyappropriateintodaysdynamicanddecentralized organizations Empowerment methods Copyrightâ2017JohnWiley&Sons,Inc TheEvolutionofLeadership(cont.) Đ Contemporaryperspectivesonleadership (cont.) ã Selfưleadershipprocessthroughwhichpeople influencethemselvestoachievetheselfưdirection andselfưmotivationnecessarytoperform(p.342) Đ § § Behaviorfocused strategies Natural reward strategies Constructive thought strategies Copyright ©2017 John Wiley & Sons, Inc Beyond Traditional Leadership (p. 342) § Servantleader ã ã Đ Sharedleadership(p.343) ã ã Đ Focusesontheneeds,objectives,andaspirationsofteammembersto helpthemachieveorganizationalgoals Ideally suited to the service industry Collaborative process in which team members share key leadership roles Generally involves employees engaging in effective selfleadership and responsible followership Authentic leadership • Encourages positive psychological capacities, an ethical climate, greater selfawareness, an internalized moral perspective, a balanced processing of information, and selfdevelopment Copyright ©2017 John Wiley & Sons, Inc ... Copyrightâ2017JohnWiley&Sons,Inc ManagersasLeaders(p.326) Đ Leadership ã ã Đ Processofinfluenceaimedatdirectingbehaviortowardthe accomplishmentofobjectives Leaders? ?–? ?people who use critical thinking to successfully influence ... Copyrightâ2017JohnWiley&Sons,Inc ManagersasLeaders(cont.) Đ Personalpower(p.329) • • Referent power? ?–? ?influence that is based on a manager’s appealing traits or resources, such? ?as? ? charisma or the ability to offer an employee a ... Globalized companies affected by external forces that can significantly change? ?management? ?challenges Copyrightâ2017JohnWiley&Sons,Inc ManagersasLeaders(cont.) Đ Positionalpower(p.329) ã ã ã Legitimatepowerinfluencethatamanagerhas becauseofhisorhertitleinsideanorganizationor