Management as Leader

Leader

someone who can influence others and who has managerial authority

Leadership

the process of leading a group and influencing that group to achieve its goals

Drive

(Trait) Leaders exhibit a high effort level. They have a relatively high desire for achievement, ambitious, energetic, persistent, and responsible.

Desire to Lead

(Trait) Leaders have a strong desire to influence and lead others. They demonstrate the willing- ness to take responsibility.

Honesty and Integrity

(Trait) Leaders build trusting relationships with followers by being truthful, or nondeceitful, and by showing high consistency between word and deed.

Self-Confidence

(Trait) Followers look to leaders who don't self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of their goals and decisions.

Intelligence

(Trait) Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions.

Job-Relevant Knowledge

(Trait) Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the impli- cations of those decisions.

Extraversion

(Trait) Leaders are energetic, lively people. They are sociable, assertive, and rarely silent or withdrawn.

Proneness to Guilt.

(Trait) positively related to leadership effectiveness because it produces a strong sense of responsibility for others.

Maintenance Needs

the need for individuals to fit and work together by having, for example, shared norms

Task Needs

the need for the group to make progress toward attaining the goal that brought them together

Formal Leader

individual who is recognized by those outside the group as the official leader of the group; appointed by the organization to serve in a formal capacity
as an agent of the organization

Informal Leader

not assigned by the organization; individual whom members of the group acknowledge as their leader; can benefit or harm an organization depending on whether their influence encourages group members to behave consistently with organizational goals.

Designated Leader

people are put into positions of leadership by forces outside the group

Emergent Leader

arise from the dynamics and processes that unfold within and among a group of individuals as they endeavor to achieve a collective goal

Reward Power

(power) money and recognition

Coercive Power

(power) through punishment

Referent Power

(power) others want to associate with him

Expert Power

(power) share expert knowledge

Legitimate Power

(power) the person possesses the “right” to influence them and that they ought to obey

Theory X Leader

Assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control; They exert a highly controlling leadership style.

Theory Y Leader

Believe that people have creative capacities, as well as both the ability and desire to exercise self-direction and self-control; They are much more likely to adopt involvement-oriented approaches to leadership.

Leadership Theories

can help you develop understanding and skills to make you a better leader

Great Man Theories

The earliest studies of leadership adopted the belief that leaders were born with certain heroic traits and natural abilities

Trait Theories

if leaders had particular trait or characteristics, such as intelligence or energy, that distinguished them from non-leaders and contributed to success.

Trait Theories of Leadership

the search for traits or characteristics that differentiate leaders from non-leaders; if this concept was valid, all leaders would have to possess those unique and consistent characteristics, making it easy to find leaders in organizations.

Behavior Theories

These studies were soon expanded to try to determine how effective leaders differ in their behavior from ineffective ones; Researchers looked at how a leader behaved toward followers and how this correlated with effectiveness.

Gender Role

evidence supports that men emerge as leaders more frequently than women

Gender Role: Women

somewhat more concerned with meeting the group’s interpersonal needs; tend to be more democratic or participative

Gender Role: Men

somewhat more concerned with meeting the group’s task needs; tend to be more autocratic or directive

Disposition Trait

Individuals characterized by a positive affective state exhibit a mood that is active, strong, excited, enthusiastic, peppy, and elated; A leader with this mood state exudes an air of confidence and optimism and is seen as enjoying work-related activities; This mood state is also associated with low levels of group turnover

Self-Monitoring

strength of an individual’s ability and willingness to read verbal and nonverbal cues and to alter one’s behavior so as to manage the presentation of the self and the images that others form of the individual.

High Self-Monitors

particularly astute at reading social cues and regulating their self- presentation to fit a particular situation

Low Self-Monitors

less sensitive to social cues; they may either lack motivation or lack the ability to manage how they come across to others

Contingency Theories

The idea is that leaders can analyze their situations and tailor their behavior to improve leadership effectiveness; the contextual and situational variables that influence what leadership behaviors will be effective

Fiedler Least Preferred Coworker Questionnaire

(CT) based on the premise that a certain leadership style would be most effective across all different types of situations; a key factor in leadership success was an individual’s basic leadership style, which could be categorized as either task oriented or relationship oriented.

The Fiedler’s Contingency Model

a business framework that evaluates the effectiveness of a leader in an organization; states that a leader’s effectiveness is based on the situation; the framework argues that there is no one best style of leadership.

Leader-Member Relations

(FCM) The degree of confidence, trust, and respect employees had for their leader; rated as either good or poor.

Task Structure

(FCM) The degree to which job assignments were formalized and structured; rated as either high or low

Position Power

(FCM) The degree of influence a leader had over activities such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak.

The Hersey and Blanchard Theory

a leadership model that focuses on the ability and willingness of individual employees; A contingency theory that focuses on followers’ readiness

The Hersey and Blanchard Theory

also referred to as the “Situational Leadership Model”

Followers

reflects the reality that it is the followers who accept or reject the leader, regardless of what the leader does, so the group’s effectiveness depends on the actions of the followers.

Readiness

refers to the extent to which people have the ability and willingness to accomplish a specific task

Ability

refers to a follower’s ability to perform their job successfully with a combination of skills and experience

Willingness

refers to followers who are motivated to take on a task and have the confidence to carry out their responsibilities

Directing / Telling

(high task–low relationship), in which the leader focuses primarily on providing direction to employees.

Coaching / Selling

(high task–high relationship), in which the leader provides both directive and supportive behavior.

Supporting / Participating

(low task–high relationship), in which the leader focuses on supporting followers and less emphasis on providing direction

Delegating

(low task–low relationship), in which the leader provides little direction or support.

Leader-Participation Model

related leadership behavior and participation to decision making; Recognizing that task structures have varying demands for routine and nonroutine activities, these researchers argued that leader behavior must adjust to reflect the task structure.

Path-Goal Theory

states that the leader’s job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization; takes key elements from the expectancy theory of motivation

Expectancy Theory

states that employee’s motivation is an outcome of valence, expectancy, and, instrumentality

Valence

how much an individual wants a reward

Expectancy

the assessment that the likelihood that the effort will lead to expected performance

Instrumentality

the belief that the performance will lead to reward

Directive Leader

lets subordinates know what’s expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks.

Supportive Leader

shows concern for the needs of followers and is friendly.

Participative Leader

consults with group members and uses their suggestions before making a decision.

Achievement-Oriented Leader

sets challenging goals and expects followers to perform at their highest level.

Leader-Member Exchange Theory

stresses the importance of variable relationship between supervisors and their subordinates.

LMX

Leaders encourage ____ by rewarding employees with whom they want a closer linkage and punishing those with whom they do not.

In-Group

The model suggests that supervisors establish a special relationship with a small number of trusted subordinates

Selects

the decision may be based on personal compatibility and subordinates’ competence

Out-Group

Subordinates who are not a part of this group are called the ____, and they receive less of the supervisor’s time and attention

Transactional Leadership

Essentially the same as management in that it involves routine, regimented activities

Transformational Leadership

Set of abilities that allows the leader to change, to create vision, and to execute effectively.

Transactional Leaders

Guide or motivate followers to work toward established goals by exchanging rewards for their productivity.

Transformational Leaders

stimulates and inspires followers to achieve extraordinary outcomes;

Produces levels of employee effort and performance that go beyond what would occur with a transactional approach and instills in followers the ability to question established views, including those held by the leader.

Transition

Leaders may also find it necessary to transition from either transformational or transactional leadership to the other

Charismatic Leader

enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways

Charisma

Form of interpersonal attraction that inspires support and acceptance; All else being equal, someone with charisma is more likely to be able to influence others than someone without charisma.

Charismatic Leadership

Accordingly a type of influence based on the leader’s personal charisma; Are likely to have a lot of self-confidence, firm confidence in their beliefs and ideals, and a strong need to influence people; Can be powerful force in any organizational setting.

Influence Theories

These theories examine influence processes between leaders and followers; One primary topic is charismatic leadership, influence based not on position or formal authority but, rather, on the qualities and charismatic personality of the leader

Envisioning

Vision, expectations, and behaviors

Engineering

Excitement, confidence, success

Enabling

Support, empathizing, confidence

Visionary Leadership

the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation

Relational Theories

Rather than being seen as something a leader does to a follower, leadership is viewed as a relational process that meaningfully engages all participants and enables each person to contribute to achieving the vision

Team Leadership

Managing the team’s external boundary; Facilitating the team process

Coaching

to help select team members and other new employees, to provide direction, to help train and develop the team and the skills of its members, and to help the team get resources it needs.

Conflict

The leader may also have to help resolve conflict among team members and mediate other disputes that arise

Linking

Coaches from different teams may need to play important roles in linking the activities and functions of their respective teams

Empowerment

involves increasing the decision-making discretion of workers

Technology

has contributed to the increases in employee empowerment because managing employees who aren’t physically present in the workplace requires the ability to communicate support and leadership through digital communication and the ability to read emotions in others’ messages

National Culture

affects leadership style because it influences how followers will respond; Managers are therefore constrained by the cultural conditions their followers have come to expect

Emotional Intelligence

more than any other single factor, is the best predictor of who will emerge as a leader

Honesty

The main component of credibility

Trust

closely entwined with the concept of credibility, and is defined as the belief in the integrity, character, and ability of a leader

Five Dimensions of Trust

Integrity, Competence, Consistency, Loyalty, Openness

Context

refers to the situation that surrounds the leader and the followers

Process

a complex, dynamic working relationship between leader and followers.