Principles of Management Chapter 17

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Principles of Management Chapter 17

• Leadership and Influence

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The Nature of Leadership

• Leadership is influencing others to do what
  leader wants them to do. It is a means of using
  influence to shape behavior without using force.
• Managerial leadership is the process of directing
  and influencing the task-related activities of
  group members without using force.

3
Distinction Between Management and Leadership.

• Management is the process of getting things done
  through the efforts of other people. Obviously,
  this definition overlaps with that of leadership.
  The main distinction between the two terms is one
  of focus.
• Leadership focuses on human interactions-influenci
  ng others, while management is more concerned
  with procedure and results-the process of getting
  things done.

4
Power and Leadership

• Power is the ability to influence the behavior of
  others.
• The more you have, the less you should use. You
  should consolidate and build power by empowering
  others. (Reuben marks, CEO of Colgate-Palmolive
  Quoted in fortune, November 6, 1989, p.52).

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Types of Power in Organizations

• Legitimate power.
• Power granted because of ones position in an
  organization.
• Reward power.
• Power to give or withhold reward.
• Coercive power.
• The power to force compliance by means of
  psychological, emotional, or physical threats,
  i.e. Punishment.

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Types of Power in Organizations

• Referent power derived from information or
  expertise.
• Based on identification with, imitation of,
  loyalty to, and charm of the leader. Followers
  react favorably to the leader because of who he
  or she is.
• Expert power.
• Derived from information or expertise that can
  influence others in the organization.

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Leadership Behaviors

• Initiating structure
• clarifies follower roles and duties
• job-centered or concern for production
• Consideration
• creating a supportive environment
• employee-centered or concern for people

8
Fiedlers Contingency Theory Leaders in the
Right Situation
Leadership Style Least Preferred Co-worker
Situational Favorableness
Matching Leadership Styles to Situations
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Fiedlers Contingency Theory
Group Performance

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Leadership Style Least Preferred Co-Worker

• Leadership style is the way a leader generally
  behaves towards followers
• stable and difficult to change
• Measured by the Least Preferred Co-worker scale
• relationship-oriented
• task-oriented

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Situational Favorableness

• How a particular situation affects a leaders
  ability to lead
• Three factors
• Leader-member relations
• Task structure
• Position power

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Leadership Styles

• Directive
• clarifying expectations and guidelines
• Supportive
• being friendly and approachable
• Participative
• allowing input on decisions
• Achievement-Oriented
• setting challenging goals

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When to Use Each of the Four Leadership Styles
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Stages of Maturity in the Organization

• According to Hersey and Blanchard a manager
  experiences four stages of maturity in an
  organization
• M1 people are both unable and unwilling to take
  responsibility. They lack confidence and
  competence.
• M2 people are unable but willing to do the
  necessary tasks. They are motivated, but
  currently lack the appropriate skills.

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Stages of Maturity in the Organization Continued.

• M3 people are able but unwilling to do what the
  leader wants.
• M4 people are both able and willing.

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Charismatic Leadership

• Creates an exceptionally strong relationship
  between leader and follower
• Lead by
• articulating a clear vision, based on values
• role modeling values
• communicating high performance expectations
• displaying confidence in followers

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Types of Charismatic Leaders

• Ethical Charismatics
• provide developmental opportunities
• recognize follower contributions
• concerned with the interests of the group
• Unethical Charismatics
• control and manipulate followers
• want positive feedback
• motivated by self-interest

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Transformational Leadership

• Generates awareness and acceptance of groups
  purpose and mission
• Gets employees to see beyond their own needs and
  self-interest
• Goes beyond charismatic leadership
• Different than transactional leadership