MGMT CH 9

leadership

leadership

process by which a person exerts influence over other people and inspires, motivates and directs their activities to achieve group or org goals

• influence > power

leader

individual able to exert influence over other people to help achieve goals

• effective leadership increases firms ability to meet new challenges

leadership vs management

personal leadership style

• specific ways a manager chooses to influence others and how they approach planning, organizing and controlling

  • managers all levels have own leadership style

difference between leadership and management

• managers promote stability

  • leaders push for change

• managers implement vision and strat

  • leaders provide it

• managers appointed

  • leaders emerge organically

leadership styles

• emotional intelligence

• servant leadership

• indigenous leadership

• authentic leadership

• compassionate leadership

• discretionary leadership

sources of managerial power

• expert

• referent

• legitimate

• coercive - ability to infuence

• reward

emotional intelligence

ability to understand and manage one’s own emotions and others

servant leadership

desire to work for benefit of others; share power with followers

indigenous leadership

leadership as helping people

authentic leadership

being true, transparent, and thoughtful about ones response to leading

compassionate leadership

able to make difficult decisions in a humane manner

discretionary leadership

experts leading experts, immersion in details and collab

legitimate power

authority resulting from position in org heirarchy

reward power

ability to give or withhold tangible and intangible rewards

coercive power

ability to persuade someone to do something that they wouldn’t do otherwise

expert power

based on special knowledge skills and expertise of leader

referent pwoer

function of personal characteristics of the leader which earn workers respect, admiration and loyalty

early models of leadership

• trait model

• behavioural model

trait model

• focused on identifying personal characteristics responsible for effective leadership

  • effective leaders have certain personal qualities that set them apart from ineffective leaders

trait model characteristics

• intelligence

• knowledge and expertise

• dominance

• self confidence

• high energy

• tolerance for stress

• integrity and honesty

• maturity

behavioural model

• two basic dimensions of leadership behaviours

  • consideration (employee centered) behaviours

  • initiating structure (production oriented) behaviours

consideration behaviours

managers show care, trust, and respect towards subordinates

• emphasis on well being of employees and interpersonal relations

initiating structure (production oriented) behaviours

leaders define and structure their role and the roles of their subordinates in order to achieve org goals

• emphasis on task related and goal achievement behaviours, including technical aspects of job

contingency models of leadership

• leadership depends/contingent on the situation

• effective leadership is result of interaction between the managers, what they do, and the situation

4 prominent contingency models

• Fiedler’s contingency model

• Evans-House’s path goal theory’

• leader sibstitues model

Fiedler’s contingency model

• effective leadership depends on characteristics of the leader and situation

• leader style

  • manager’s characteristic approach to leadership

  • identified two basic leader styles

    • relationship oriented

    • task oriented

Fiedler’s contingency model situational characteristics

important determinants of how favourable a given situation is for leading to occur

• leadership member relations

  • extent to which followers like, trust and are loyal to their leader

• task structure

  • extent to which work to be performed is clear cut so that workers know what needs to be accomplished and how to go about doing it

• position power

  • amount of legitimate, reward, and coercive power leader has due to their position within an org

path goal theory

• based on expectancy theory of motivation

  • find out what outcomes your subordinates are trying to obtain from their jobs and the org

  • reward subordinates for high performance and goal attainment with the outcomes they desire

  • clarify the paths to goal attainment for subordinates, remove any obstacles to high performance, and express confidence in subordinates capabilities

path goal theory behaviours

• behaviours that leaders can use to motivate subordinates

  • directive behaviours

    • setting goals, assigning tasks, showing subordinates how to compete tasks, and taking concrete steps to improve performance

  • supportive behaviours

    • expressing concern for subordinates and looking out for their best interests

  • participative behaviours

    • give subordinates a say in matters and decisions that affect them

  • achievement oriented behaviours

    • motivate subordinates to perform at the highest level possible

leader substitutes model

• in some situations, leadership is unnecessary because of leader substitutes - something that acts in the place of the influence of leader

  • managers do not always need to directly influence over subordinates

  • worker empowerment or self managed teams free up leaders time for other important activities

visionary models of leadership

• leaders are not only expected to perform supervisory tasks but also need to focus on vision setting activities

• three visionary models of leadership

  • transformational leadership

  • charismatic leadership

  • turnaround leadership

transformational leadership

• transactional leadership

  • managers motivate their subordinates in direction of established goals

    • employees generally meet (not exceed) expectations

• transformational leadership

  • makes subordinates aware of the importance of their jobs and performance to the org

    • provides a compelling vision and sense of mission

    • inspires subordinates to exceed standards

    • stimulates the intelligence of subordinates

    • shows consideration for personal growth needs of subordinates

transformational leadership changes

1. subordinate have increased awareness of the importance of thier jobs and high performance to the org as a whole

2. subordinates are made aware of their own needs for growth, development, and accomplishment

3. subordinates work for the good of the org as a whole not just for own personal gain or benefit

transactional vs transformational leadership

charismatic leadership

• enthusiastic, self confident leaders who are able to clearly communicate their vision of the org should operate

• key characteristics

  • vision and articulation

  • personal risk

  • environmental sensitivity

  • sensitivity to follower needs

  • unconventional behaviour

turnaround leadership

• leading a company that requires turning around

  • dialogue with customers and employees

  • refocus strat

  • add value for customers

  • be honest and realistic

  • create an inspiring identity

  • promote human value

  • increase info flow