Leading

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Chapter 13

• Leading

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Planning Ahead Chapter 13

• What is the nature of leadership?
• What are the important leadership traits and
  behaviors?
  
• What are the contingency theories of leadership?

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Functions of Management
Leading To inspire effort Communicate the visio
n Build enthusiasm Activate commitment, hard wor
k
Controlling-- to ensure results
Planning-- to set direction
Organizing to create structures
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What is the Nature of Leadership?

• Leadership.
• The process of inspiring others to work hard to
  accomplish important tasks.
  
• Contemporary leadership challenges
• Shorter time frames for accomplishing things.
• Expectations for success on the first attempt.
• Complex, ambiguous, and multidimensional
  problems.
  
• Taking a long-term view while meeting short-term
  demands.
  

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vs.
Managers
Leaders
Intuitive
Rational

• Complexity
• Planning Budgeting Targets/Goals
• Organizing Staffing
• Controlling Problem Solving

• Change
• Setting Direction --
• Visions
• Aligning People
• Motivating Inspiring/Moving

Kotter
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What is the Nature of Leadership?

• Power.
• 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.
  
• Two sources of managerial power
• Position power.
• Personal power.

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What is the Nature of Leadership?

• Position power.
• Based on a managers official status in the
  organizations hierarchy of authority.
  
• Sources of position power
• Reward power.
• Capability to offer something of value.
• Coercive power.
• Capability to punish or withhold positive
  outcomes.
  
• Legitimate power.
• Organizational position or status confers the
  right to control those in subordinate positions.
  
  

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What is the Nature of Leadership?

• Personal power.
• Based on the unique personal qualities that a
  person brings to the leadership situation.
  
• Sources of personal power
• Expert power.
• Capacity to influence others because of ones
  knowledge and skills.
  
• Referent power.
• Capacity to influence others because they admire
  you and want to identify positively with you.

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Managerial Power Equation
Managerial Power
Position Power
Personal Power


Rewards Punishments Legitimacy
Expertise Reference
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What is the Nature of Leadership?

• Turning power into influence
• Successful leadership relies on acquiring and
  using all sources of power.
  
• Use of reward power or legitimate power produces
  temporary compliance.
  
• Use of coercive power produces, at best,
  temporary compliance, often accompanied by
  resentment.
  
• Use of expert power or referent power has the
  most enduring results and generates commitment.

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What is the Nature of Leadership?

• Keys to building managerial power
• There is no substitute for expertise.
• Likable personal qualities are very important.
• Effort and hard work breed respect.
• Personal behavior must support expressed values.
• Power and influence are affected by workplace
  structures and networks
  
• Centrality.
• Criticality.
• Visibility.

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What is the Nature of Leadership?

• Acceptance theory of authority.
• For a leader to achieve true influence, the other
  person must
  
• Truly understand the directive.
• Feel capable of carrying out the directive.
• Believe the directive is in the organizations
  best interests.
  
• Believe the directive is consistent with personal
  values.

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What is the Nature of Leadership?

• Leadership and empowerment.
• Empowerment.
• The process through which managers enable and
  help others to gain power and achieve influence.
  
• Effective leaders empower others by providing
  them with
  
• Information.
• Responsibility.
• Authority.
• Trust.

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How to Empower Others
Get others involved in selecting their work
assignments and the methods for accomplishing
tasks. Create an environment of cooperation, info
rmation sharing, discussion, and shared ownership
of goals. Encourage others to take initiative, ma
ke decisions, and use their knowledge.
When problems arise, find out what others think
and let them help design the solutions.
Stay out of the way give others the freedom to
put their ideas and solutions into practice.
Maintain high morale and confidence by
recognizing successes and encouraging high
performance.
13.2
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What are the Important Leadership Traits and
Behaviors?

• Traits that are important for leadership
  success
  
• Drive
• Self-confidence
• Creativity
• Cognitive ability
• Business knowledge
• Motivation
• Flexibility
• Honesty and integrity

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What are the Important Leadership Traits and
Behaviors?

• Leadership behavior
• Leadership behavior theories focus on how leaders
  behave when working with followers.
  
• Leadership styles are recurring patterns of
  behaviors exhibited by leaders.
  
• Basic dimensions of leadership behaviors
• Concern for the task to be accomplished.
• Concern for the people doing the work.

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What are the Important Leadership Traits and
Behaviors?

• Task concerns
• Plans and defines work to be done.
• Assigns task responsibilities.
• Sets clear work standards.
• Urges task completion.
• Monitors performance results.

• People concerns
• Acts warm and supportive toward followers.
• Develops social rapport with followers.
• Respects the feelings of followers.
• Is sensitive to followers needs.
• Shows trust in followers.

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What are the important leadership traits and
behaviors?

• Blake and Mouton Leadership Grid?
• Team management.
• High task concern high people concern.
• Authority-obedience management.
• High task concern low people concern.
• Country club management.
• High people concern low task concern.
• Impoverished management.
• Low task concern low people concern.
• Middle of the road management.
• Non-committal for both task concern and people
  concern.

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Classical Leadership Styles
High
High-High Democratic leader
Autocratic leader
Concern for Task
Laissez-faire leader
Human relations leader
Low
Low
High
Concern for People
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What are the Important Leadership Traits and
Behaviors?

• Classic leadership styles
• Autocratic style.
• Emphasizes task over people, keeps authority and
  information within the leaders tight control,
  and acts in a unilateral command-and-control
  fashion.
• Laissez-faire style.
• Shows little concern for task, lets the group
  make decisions, and acts with a do the best you
  can and dont bother me attitude.
  
• Democratic style.
• Committed to task and people, getting things done
  while sharing information, encouraging
  participation in decision making, and helping
  people develop skills and competencies.

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WHAT LEADERS DO...

• Recruits, doesnt just hire
• Breathes vision into people
• Models positive behavior
• Challenges, provokes
• Is intellectually stimulating
• Doesnt interfere, has courage to let it happen
• Discovers talents
• Builds the habitat for creativity
• Instills ownership

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Contingency Approaches to Leadership

• Fielders Contingency Model
• Hersey-Blanchard Situational Leadership Model
• Houses Path-Goal Leadership Theory
• Vroom-Jago Leadership-Participation Model

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Contingency Theories of Leadership
Fielder Model Leadership style must be fit to the
situation Leadership style is part of ones pers
onality and is difficult to change
Key to success is to put existing style to work
in situations with best fit
Hersey-Blanchard Model Adjust styles depending on
the maturity of the followers
Depends on followers readiness to perform in a
given situation Believes that the leader's style
can and should be adjusted as
followers mature over time
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Contingency Theories of Leadership
Houses Path-Goal Leadership Theory
Effective leader clarifies paths through which
followers can achieve both task-related and p
ersonal goals Leaders should be flexible move b
ack forth among 4 leadership styles to crea
te positive path goal linkages
Vroom-Jago Leader-Participation Model
Helps a leader choose the decision-making method
that best fits the problem being faced Key i
s on the amount of decision-making participation
allowed followers
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Druckers Old Fashioned Leadership

• Define Establish a Sense of Mission
• Accept Leadership as a Responsibility rather than
  a Rank
  
• Earn Keep the Trust of Others

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Chapter 13 Review

• What is the nature of leadership?
• What are the important leadership traits and
  behaviors?
  
• What are the contingency theories of leadership?