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Chapter
10
Learning Objectives
After studying the chapter, you should be able to:
Describe what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.
Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership. Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.
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Leader
An individual who is able to exert influence over other people to help achieve group or organizational goals.
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Figure 10.1
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Reward Power
The ability of a manager to give or withhold tangible and intangible rewards. Example: awarding pay raises or providing verbal praise for good performance. Effective managers use reward power to signal to employees that they are doing a good job.
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Expert Power
Power that is based on special knowledge, skills, and expertise that the leader possesses. First-line and middle managers have the most expert power; usually is technical ability.
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Leadership Models
Trait Model
An attempt to identify personal characteristics that are the causes for effective leadership. Research shows that certain personal traits do appear to be connected to effective leadership.
Many traits are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.
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High energy
Tolerance for stress Integrity and honesty Maturity
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Fiedlers Model
Situation Characteristics
How favorable a situation is for leading to occur. Leader-member relations determines how much workers like and trust their leader. Task structure the extent to which workers tasks are clear-cut; clear issues make a situation favorable for leadership. Position Power the amount of legitimate, reward, and coercive power leaders have due to their position. When positional power is strong, leadership opportunity becomes more favorable.
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Figure 10.2
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Leader style is a characteristic managers cannot change; managers will be most effective when:
Placed in situations that suit their leader style.
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A contingency model of leadership proposing the effective leaders can motivate subordinates by:
1. Clearly identifying the outcomes workers are trying to obtain from their jobs. 2. Rewarding workers for high-performance and goal attainment with the outcomes they desire
3. Clarifying the paths to the attainment of the goals, removing obstacles to performance, and expressing confidence in workers ability.
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Which behavior to be used depends on the nature of the subordinates and the tasks.
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Transformational Leadership
Leadership that:
Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker. Makes subordinates aware of their own needs for personal growth and development. Motivates workers to work for the good of the organization, not just themselves.
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An enthusiastic, self-confident transformational leader able to clearly communicate his or her vision of how good things could be by:
Being excited and clearly communicating excitement to subordinates. Openly sharing information with employees so that everyone is aware of problems and the need for change. Empowering workers to help with solutions.
Engaging in the development of employees by working hard to help them build skills.
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Transactional Leadership
Transactional Leadership
Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance. Transactional leaders exchange rewards for performance and punish failure. Transactional leaders push subordinates to change but do not seem to change themselves. Transactional leaders do not have the vision of the transformational leader.
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Emotional Intelligence
Helps leaders develop a vision for their firm.
Helps motivate subordinates to commit to the vision. Energizes subordinates to work to achieve the vision.
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