Académique Documents
Professionnel Documents
Culture Documents
Leadership
Transparency 13-2
Learning Objectives
Slide 1 of 2
1. Define leadership and explain its significance to an organization. 2. Differentiate between the different leadercentered approaches to leadership. 3. Describe the various types of power leaders use. 4. Explain what is meant by self-leadership and why it is important to the organization.
2001 South-Western Publishing Transparency 13-3
Learning Objectives
Slide 2 of 2
5. Characterize how leadership substitutes work. 6. Identify and define the variables in the situational leadership model. 7. Clarify how empowerment can increase the power and autonomy of organizational members.
Transparency 13-4
Leadership Defined
A responsibility and a process that is an observable, understandable, learnable set of skills and practices available to everyone, anywhere in the organization.
Transparency 13-5
What is leadership
The process of directing and influencing the task-related activities of group members
Transparency 13-6
Leadership Defined
A responsibility and a process that is an observable, understandable, learnable set of skills and practices available to everyone, anywhere in the organization.
Transparency 13-7
Implications of leadership
1.Leadership involve other people 2.Leadership involve an unequal distribution of power 3.Leaders can influence subordinates in a variety of ways
Transparency 13-8
Transparency 13-9
Transparency 13-10
Leader-Centered Approaches
Slide 1 of 4
Leader-Centered Approaches
Trait focus Behavior focus Power focus
Transparency 13-11
Leader-Centered Approaches
Slide 1 of 4
Trait Focus
The assumption that some people are endowed with certain physical characteristics (e.g., height, appearance), aspects of personality (e.g., self-esteem, dominance, emotional stability), and aptitudes (e.g., general intelligence, creativity).
Transparency 13-12
1.Assumed that leaders were born and not made. 2.Researchers took two approaches : i) Compare the traits of leaders and non leaders ii) Compare the traits of effective leaders and ineffective leaders
Transparency 13-13
3.Examples of desirable traits include wisdom, courage, honesty and sincerity. 4.Examples of traits compared include physical characteristics, mental ability, charisma, attitude
Transparency 13-14
Transparency 13-15
Leader-Centered Approaches
Slide 2 of 4
Behavior Focus
Examines what effective leaders do rather than what effective leaders are.
Transparency 13-16
Leader-Centered Approaches
Slide 3 of 4
Behavioral Models
Define a leaders effectiveness based on two orientations:
Task orientation - Setting performance goals, planning and scheduling work, coordinating activities, giving directions, setting standards, providing resources, and supervising worker performance. Relations orientation - A behavior that shows empathy for concerns and feelings, being supportive of needs, showing trust, and similar attributes.
Transparency 13-17
Leadership Function
A leader performs two major functions: a) Task related or problem solving functions b) Group maintenance or social functions.
2001 South-Western Publishing Transparency 13-19
Leadership styles
a) Task oriented styles - focus on closely supervise subordinates b) Employee oriented styles Focus on motivating rather than controlling subordinates
Transparency 13-20
Transparency 13-21
Transparency 13-22
OSU Studies
2/2
Consideration
Low structure Low consideration High Structure Low consideration
Low
Low Structure
2001 South-Western Publishing
High
Transparency 13-23
However the researchers also found that effective leadership style also depend on situational factors. For example Air force commanders who were rated high on consideration were less effective
Transparency 13-24
Transparency 13-25
2.Style 1,9 - Country club mgt.High concern employees but low concern for production 3.Style 5,5 - Middle of the road mgt Intermediate concern for both production and employees.
Transparency 13-27
4.Style 9,1 - Autocratic mgt. High concern for production but low concern for people. 5.Style 9,9 -Team or democratic mgt. High concern for both production and employees.This is the most effective style.
2001 South-Western Publishing Transparency 13-28
The Diagram
2/3
C O N C E R N
9 8 7 6
1,9
9,9
F O R
P E O P L E
5
4 3
5,5
2
1 1
1,1
9,1
9
Transparency 13-29
Transparency 13-30
2.Benevolent Authoritative - Subordinates are given some latitude to contribute ideas but mgt still makes the final decisions. 3.Consultative- Subordinates contributions are encourage. 4.Participative - Team or democratic styles
Transparency 13-31
Leader-Centered Approaches
Slide 4 of 4
Power Focus
The ability to marshal human, informational, or material resources to get something done.
Legitimate Power
Power that stems from formal authority. Some people accept this power, as long as it is not abused, because they attribute legitimacy to the formal position and to the person who holds that position.
Transparency 13-33
Coercive Power
The power to discipline, punish, and withhold rewards. Coercive power is important largely as a potential, rather than an actual, influence. For example, the threat of being disciplined for not getting to work on time may be effective in changing an employees behavior.
Transparency 13-34
Reward Power
Derived from control over tangible benefits, such as a promotion, a better job, a better work schedule, or some form of recognition. For reward power to be influential, the employee must value the rewards.
Transparency 13-35
Information Power
Control over information that involves the leaders power to access and distribute information that is either desired or vital to others.
Transparency 13-36
Expert Power
The power to influence another person because of expert knowledge and competence. Computer specialists often have substantial expert power in organizations because they have technical knowledge that others need.
Transparency 13-37
Referent Power
The ability to influence others based on personal liking, charisma, and reputation. It is manifested through imitation or emulation. Much of the power wielded by strong political leaders, professional athletics, musicians, and artists is referent power.
Transparency 13-38
Power Orientation
Personalized Power Orientation
Associated with a strong need for esteem and status; power is often used impulsively.
Transparency 13-39
Follower-Centered Approaches
Slide 1 of 5
Transparency 13-40
Follower-Centered Approaches
Slide 1 of 5
Self-Leadership Focus
Self-leadership, sometimes referred to as followership, is a paradigm founded on creating an organization of leaders who are ready to lead themselves.
Transparency 13-41
Characteristics of self-leadership
1.Capacity to motivate themselves 2.Loyalty to the organization 3.Stay focus on tasks 4.Understanding of the org 5.Willingness to take the initiative 6.Skilfulness and flexibility 7.Responsible for their actions
Transparency 13-42
Leadership substitutes
Variables that tend to outweigh or prevents the leader from having an effect on a follower performance. Also known as Neutralizer.
Transparency 13-43
Transparency 13-44
Follower-Centered Approaches
Slide 3 of 5
Training
Ability Professional orientation
Transparency 13-45
Follower-Centered Approaches
Slide 4 of 5
Degree of repetitiveness
Degree of structure or feedback
Transparency 13-46
Follower-Centered Approaches
Slide 5 of 5
Degree of flexibility
Amount of cohesiveness Independence of reward structure
Interactive Approaches
Slide 1 of 7
Interactive Approaches
Another method of examining leadership effectiveness is to look at how leaders interact with their followers.
The three approaches covered: Situational leadership model Empowerment Transformational leadership
Transparency 13-48
Interactive Approaches
Slide 2 of 7
Interactive Approaches
Slide 3 of 7
The Diagram
HIGH PHASE 3 High Relationship Low Task PHASE 2 High Task Low Relationship
Relationship behavior
PHASE 4 Low Task Low Relationship LOW HIGH (Maturity)
2001 South-Western Publishing
TASK BEHAVIOR
LOW (Immaturity)
Transparency 13-51
Stage 1 - Telling Stage Stage 2 - Selling Stage Stage 3 - Participating Stage Stage 4 - Delegating Stage
Transparency 13-53
Transparency 13-55
Transparency 13-56
Interactive Approaches
Slide 4 of 7
Empowerment
The interaction of the leader giving away or sharing power with those who use it to become involved and committed to independent, highquality performance. Successful empowerment means that everyone has been convinced that he or she makes a difference to the success of the organization.
Transparency 13-58
Interactive Approaches
Slide 5 of 7
Transformational Leadership
The interaction process of the leaders behavior and attitudes with the attitudes and behaviors of followers.
e.g Leaders promotes innovation and creativity and subordinates should try new approaches.
Transparency 13-59
Transparency 13-60
1.Directive- Provide detail instructions and guidelines 2.Supportive- Show concern for the needs of subordinates
3.Participative 4.Achievement oriented influence subordinates to have a strong need for success
2001 South-Western Publishing Transparency 13-61
Transparency 13-63
4.Task requirements 5.Organizational culture and policies 6.Peers expectation and behavior
Transparency 13-64
Interactive Approaches
Slide 6 of 7
Intellectual Stimulation
Transparency 13-65
Interactive Approaches
Slide 7 of 7
Idealized Influence
Shares risks; is considerate of others over own needs; is ethical and moral
Transparency 13-66
Leader-Centered Approaches
Slide 1 of 4
Leader-Centered Approaches
Focus on traits, leader behaviors, and power.
Trait Focus
The assumption that some people are endowed with certain physical characteristics (e.g., height, appearance), aspects of personality (e.g., self-esteem, dominance, emotional stability), and aptitudes (e.g., general intelligence, creativity).
Transparency 13-67
Leader-Centered Approaches
Slide 2 of 4
Behavior Focus
Examines what effective leaders do rather than what effective leaders are.
2001 South-Western Publishing Transparency 13-68
Leader-Centered Approaches
Slide 3 of 4
Behavioral Models
Define a leaders effectiveness based on two orientations:
Task orientation - Setting performance goals, planning and scheduling work, coordinating activities, giving directions, setting standards, providing resources, and supervising worker performance. Relations orientation - A behavior that shows empathy for concerns and feelings, being supportive of needs, showing trust, and similar attributes.
Transparency 13-69
Leader-Centered Approaches
Slide 4 of 4
Power Focus
The ability to marshal human, informational, or material resources to get something done.
Legitimate Power
Power that stems from formal authority. Some people accept this power, as long as it is not abused, because they attribute legitimacy to the formal position and to the person who holds that position.
Company CEO
2001 South-Western Publishing Transparency 13-71
Coercive Power
The power to discipline, punish, and withhold rewards. Coercive power is important largely as a potential, rather than an actual, influence. For example, the threat of being disciplined for not getting to work on time may be effective in changing an employees behavior.
Transparency 13-72
Reward Power
Derived from control over tangible benefits, such as a promotion, a better job, a better work schedule, or some form of recognition. For reward power to be influential, the employee must value the rewards.
Transparency 13-73
Information Power
Control over information that involves the leaders power to access and distribute information that is either desired or vital to others.
Transparency 13-74
Expert Power
The power to influence another person because of expert knowledge and competence. Computer specialists often have substantial expert power in organizations because they have technical knowledge that others need.
Transparency 13-75
Referent Power
The ability to influence others based on personal liking, charisma, and reputation. It is manifested through imitation or emulation. Much of the power wielded by strong political leaders, professional athletics, musicians, and artists is referent power.
Transparency 13-76
Power Orientation
Personalized Power Orientation
Associated with a strong need for esteem and status; power is often used impulsively.
Transparency 13-77
Follower-Centered Approaches
Slide 1 of 5
Self-Leadership Focus
Self-leadership, sometimes referred to as followership, is a paradigm founded on creating an organization of leaders who are ready to lead themselves.
Transparency 13-78
Follower-Centered Approaches
Slide 2 of 5
Leadership Substitutes
Variables such as individual, task, and organizational characteristics. Neutralizer
A condition that counteracts leader behavior and/or prevents the leader from having an effect on a follower or a specific situation.
Transparency 13-79
Interactive Approaches
Slide 1 of 7
Interactive Approaches
Another method of examining leadership effectiveness is to look at how leaders interact with their followers. The three approaches covered:
Situational leadership model Empowerment Transformational leadership
Transparency 13-80
Interactive Approaches
Slide 2 of 7
Interactive Approaches
Slide 3 of 7
Interactive Approaches
Slide 4 of 7
Empowerment
The interaction of the leader giving away or sharing power with those who use it to become involved and committed to independent, highquality performance. Successful empowerment means that everyone has been convinced that he or she makes a difference to the success of the organization.
Transparency 13-83
Interactive Approaches
Slide 5 of 7
Transformational Leadership
The interaction process of the leaders behavior and attitudes with the attitudes and behaviors of followers. There are four primary dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individual consideration.
Transparency 13-84
Interactive Approaches
Slide 6 of 7
Followers Behavior
Is motivated, feels valued
Intellectual Stimulation
Transparency 13-85
Interactive Approaches
Slide 7 of 7
Followers Behavior
Is aroused by team spirit; enthusiastic; optimistic
Idealized Influence
Shares risks; is considerate of others over own needs; is ethical and moral
Transparency 13-86
Women as Leaders
The number of women in leadership positions has increased steadily since 1970. Women occupy slightly over 25 percent of the supervisory positions in U.S. industry and just 11 percent of senior executive positions in Fortune 500 companies, although they represented 51% of the population in 1999.
Transparency 13-87
Know yourself. Be a role model. Learn to communicate with your ears open and your mouth shut. Know your team and be a team player. Be honest with yourself as well as to others.
Transparency 13-88
Do not avoid risks. Believe in yourself. Take the offense rather than the defense. Know the ways of disagreement and the means of compromise. Be a good follower.
Transparency 13-89