Ch. 18 ?? Leadership

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Ch. 18 ?? Leadership
Most firms are overmanaged and underled.
John Kotter
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• Leader, subordinates, situation.

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• 18.1 leader and leadership
• 18.2 early theories of leadership
• 18.3 three major contingency theories of
  leadership
• 18.4 contemporary views of leadership
• 18.5 contemporary issues affecting leadership

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18.1 Leaders and Leadership

• Leader Someone who can influence others and who
  has managerial authority
• Leadership What leaders do the process of
  influencing a group to achieve goals
• Ideally, all managers should be leaders.

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18.2 early theories of leadership

• 1. Trait theories selecting
• 2. Behavioral theories training
• ___________________________________________
• 3. Contingency theories (re)placing
• interaction with subordinates, situation
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• 2. ????,???? (????,????)
• 3. ????,?????

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Trait Theories

• 1. Drive,
• 2. the desire to lead,
• 3. honesty and integrity,
• 4. self-confidence,
• 5. intelligence,
• 6. job-relevant knowledge,
• 7. extraversion.
• 8. Proneness to guilt

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Behavioral TheoriesThe Managerial Grid

• Appraises leadership styles using two dimensions
• Concern for people
• Concern for production
• Places managerial styles in five categories

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The Managerial Grid either X or Y, vs. Both
High 9 8 7 6 5 4 3 2 1 Low
(9,9)
(1,9)
Middle of the Road (5,5)
Concern for People
(1,1)
(9,1)
1 2 3 4 5
6 7 8 9
High
Concern for Task
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18.3 three major contingency theories of
leadership

• 1. Fiedler ????
• 2. Hersey and Blanchard ??????
• 3. House ?? / ????

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1. The Fiedler Model

• Proposes that effective group performance depends
  upon the proper match between the leaders style
  of interacting with followers and the degree to
  which the situation allows the leader to control
  and influence.

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Fiedler Model ?? vs. ??
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Findings of the Fiedler Model

• Least-preferred co-worker (LPC) questionnaire
• Assumptions A certain leadership style should be
  most effective in different types of situations.
• Leaders do not readily change leadership styles.
• Matching the leader to the situation or changing
  the situation to make it favorable to the leader
  is required.

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2. Situational Leadership Theory (SLT)
Hersey and Blanchards

• Follower readiness
• R1 followers are unable and unwilling
• R2 followers are unable but willing
• R3 followers are able but unwilling
• R4 followers are able and willing
• Specific leadership styles
• Telling high task- low relationship leadership
• Selling high task- high relationship leadership
• Participating low task- high relationship
  leadership
• Delegating low task- low relationship leadership

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Hersey and Blanchards Situational Leadership
Model
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3. Path-Goal Model ???,Drucker
Environmental Contingency Factors

• Task Structure
• Formal Authority System
• Work Group

Leader Behavior
Outcomes

• Directive
• Supportive
• Participative
• Achievement oriented

• Performance
• Satisfaction

Subordinate Contingency Factors

• Locus of Control
• Experience
• Perceived Ability

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18.4 Contemporary Views of Leadership

• 1. ??? / ??????
• 2. ??? / ?????
• 3. ?? / ????
• 4. ????
• Stogdills handbook of leadership

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1. Leader Member Exchange Theory (LMX)

• leaders create in-groups and out-groups and those
  in the in-group will have higher performance,
  less turnover, and greater job satisfaction.
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2. Transactional vs. Transformational

• Transactional leaders are leaders who lead
  primarily by using social exchanges
  (transactions).
• Transformational leaders are leaders who
  stimulate and inspire (transform) followers to
  achieve extraordinary outcomes.
• Evidence supporting the superiority of
  transformational leadership over transactional
  leadership is overwhelmingly impressive.

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3. Charismatic Leadership

• Have a vision.
• Are able to articulate the vision.
• Are willing to take risks to achieve the vision.
• Are sensitive to the environment and follower
  needs.
• Exhibit behaviors that are out of the ordinary.

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4. Team leadershipA dream makes a team, the
team builds the dream. ??????,???????????????
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18.5 contemporary issues affecting leadership

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• 2. ????
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• 4. ?????
• 5. ????????
• ????? / ????

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1. Five Sources of a Leaders Power

• Legitimate power
• a leader has as a result of his or her position.
• Coercive power
• to punish or control.
• Reward power
• to give positive benefits or rewards.
• Ins and Outs of Office Politics

• Expert power
• as a result of his or her expertise, skills, or
  knowledge.
• Referent power
• arise because of a persons desirable resources
  or admired personal traits.

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Practice openness. Be fair. Speak your
feelings. Tell the truth. Show consistency. Fulfil
l your promises. Maintain confidences. Demonstrate
competence.
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3. Empowering Employees

• Empowerment
• Involves increasing the decision-making
  discretion of workers such that teams can make
  key operating decisions in develop budgets,
  scheduling workloads, controlling inventories,
  and solving quality problems
• Why empower employees?
• Quicker responses problems and faster decisions
• Addresses the problem of increased spans of
  control in relieving managers to work on other
  problems

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4. Cross-Cultural Leadership

• Universal Elements of Effective Leadership
• Vision
• Foresight
• Providing encouragement
• Trustworthiness
• Dynamism
• Positiveness
• Proactiveness

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Selected Cross-Cultural Leadership Findings

• Korean leaders are expected to be paternalistic
  toward employees.
• Arab leaders who show kindness or generosity
  without being asked to do so are seen by other
  Arabs as weak.
• Japanese leaders are expected to be humble and
  speak frequently.
• Scandinavian and Dutch leaders who single out
  individuals with public praise are likely to
  embarrass, not energize, those individuals.

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• 1. What women want? I need a wife.
• 2. ??????(????,??,????)
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• 3. ?????????Smart power (Joseph Nye)
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  ????,?????
• e.g., ??, ??, Hillary, Merkel
  

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Where Female Managers Do Better A Scorecard
Source R. Sharpe, As Leaders, Women Rule,
BusinessWeek, November 20. 2000, p. 75.
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5. Basics of Leadership

• Give people a reason to come to work.
• Be loyal to the organizations people
• Spend time with people who do the real work of
  the organization.
• Be more open and more candid about what business
  practices are acceptable and proper and how the
  unacceptable ones should be fixed.

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Leader Training

• Training is more likely to be successful with
  individuals who are high self-monitors than those
  who are low self-monitors.
• Individuals with higher levels of motivation to
  lead are more receptive to leadership development
  opportunities.

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Substitutes for Leadership

• Follower characteristics
• Experience, training, professional orientation,
  or the need for independence
• Job characteristics
• Routine, unambiguous, and satisfying jobs
• Organization characteristics
• Explicit formalized goals, rigid rules and
  procedures, or cohesive work groups
• Sometimes leadership is irrelevant!

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????

• 1. Define leader and leadership.
• ?? authority, power, influence
• ?? leader, subordinates, situation
• 2. Compare and contrast early theories of
  leadership.
• 3. Describe the three major contingency theories
  of leadership.
• Fiedler contingency model
• Hersey and Blanchards situational leadership
  theory
• path-goal model (?? - ????)
• 4. Describe contemporary views of leadership.
• 5. Discuss contemporary issues affecting
  leadership. ?? power legitmate,
  coercive, reward, expert, referent

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Team work

• 1. Case study a managers dilemma (p.560)
• (1) Identify and articulate business problems
• (2) Gather and analyze information applicable
• (3) Identify and apply an appropriate tool for
  solving problems.
• 2. Thinking critically about ethics (p.581)
• (1) Identifies Dilemma.
• (2) Considers Stakeholders
• (3) Analyzes Alternatives and Consequences
• 3. Skill exercise (p.581)
• 4. Team exercise (p.582)
• 5. Internet-based exercise (p.583)
• bulleted list suggestions of persuasion
  (influencing others).
• .

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????????

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• Leaders -- The strategies for taking charge,
• by W. Bennis B. Nanus, 1988.

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• 1. Proactive
• 2. Begin with the End in Mind
• 3. Put First Things First
• 4. Think Win Win
• 5. Seek First to Understand then be Understood
• 6. Synergise
• 7. Sharpening the Saw
• 8. Finding Your Voice and Inspiring Others to
  Find
• Theirs
• Principle - Centered Leadership, by S. R. Covey,
  1991.

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• The work of the leader, by W. Pagonis, HBR, 1992.

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• ????????????,????????????A feeling of
  significance (community).
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• The hard work of being a soft manager,
• by W. Peace, HBR, 1991.

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• ?? Add value to the others

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The Planning-Controlling Link