Management midterms Leading

Leading

is the management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals.

Leading

______refers to the function.

Leadership

_______ refers to the process.

Power

refers to the ability of a leader to exert force on another

Legitimate power

power inherent to the person’s position relative to others.

Reward power

the ability to give rewards to anybody.

Coercive power

– A person compels another to comply with orders through threats or punishment

Referent power

When a person can get compliance from another because the latter would want to be identified with the former.

Expert power

Possessed by people with great skills in technology or subject matter.

Leadership –

the process of influencing and supporting others to work enthusiastically toward achieving objectives.

1. High level of personal drive or self-driven

2. Desire to lead

3. Personal integrity

4. Self-confidence

5. Analytical ability or judgment

6. Knowledge of the company, industry, or technology

7. Charisma or “magnetic personality”

8. Creativity

9. Flexibility

Traits of Effective Leaders: D P S C C F

1. Technical skills

2. Human skills

3. Conceptual skills

Leadership Skills

Contingency approach

is an effort to determine through research which managerial practices and techniques are appropriate in specific situations.

1. Fiedler’s Contingency Model

2. Hersey and Blanchard’s Situational Leadership Model

3. Path-Goal Model of Leadership

4. Vroom’s Decision-Making Model

Contingency Approaches:

Fiedler’s Contingency Model

Contingency Approaches: Leadership is effective when the leader’s style is appropriate to the situation

1. Relationship of leaders to followers

2. Structure of the task

3. Power inherent in the leader’s position

3 Principal Factors:

1. Change the leader’s trait or behaviors.

2. Select appropriate leaders.

3. Move leaders around in the organization.

4. Change the situation.

If leadership style does not fit the situation:

Hersey & Blanchard Situational Leadership

Contingency Approaches: Suggests that the most important factor affecting the selection of a leader’s style is the development or maturity level of subordinate. The leader should match his/her style to this maturity level

Directing

Hersey & Blanchard Situational Leadership: Style 1

Coaching

Hersey & Blanchard Situational Leadership: Style 2

Supporting

Hersey & Blanchard Situational Leadership: Style 3

Delegating

Hersey & Blanchard Situational Leadership: Style 4

style 1

identify which style: Low ability + low willingness

style 2

identify which style: Low ability + high willingness

style 3

identify which style: High ability + low willingness

style 4

identify which style: High ability + High willingness

Path-Goal Model

Contingency Approaches: Leadership can be made effective because leaders can influence subordinates’ perceptions of their work goals, personal goals, and paths to goal attainment.

1. Job Skills and Knowledge

2. Psychological Maturity

Components of Maturity:

Directing

Coaching

Supporting

Delegating

Leadership Styles depending on Subordinate Maturity Level:

Directing

Leadership Styles depending on Subordinate Maturity Level: for those who lack competence but enthusiastic and committed.

Coaching

Leadership Styles depending on Subordinate Maturity Level for those with some competence but lack commitment.

Human skills

Conceptual skills

Technical skills

Degree of skills/leadership skills

Top management

Degree of skills: which management has the highest conceptual skills

Lower management

Degree of skills: which management has the highest Technical skills

Positive leadership

Negative leadership

behavioral approach: according to ways leaders approach people to motivate them

Autocratic

Participative

Free-rein

behavioral approach: according to usage of power

employee orientation

task orientation

behavioral approach: according to leaders orientation, forward task and people

Supporting

Leadership Styles depending on Subordinate Maturity Level for those with competence but lack confidence or motivation.

Delegating

Leadership Styles depending on Subordinate Maturity Level for those both with competence and commitment.

path -goal model

By using _______, it is assumed that effective leaders can enhance subordinate motivation

Directive leadership

Supportive leadership

Participative leadership

Achievement-oriented leadership

Leadership Styles which may be used in Path-Goal mode

Directive leadership

Leadership Styles which may be used in Path-Goal mode: The leader gives direction

Supportive leadership

Leadership Styles which may be used in Path-Goal mode: Subordinates are treated as equals.

Participative leadership

Leadership Styles which may be used in Path-Goal mode: The leader involves subordinates in decision-making

Achievement-oriented leadership

Leadership Styles which may be used in Path-Goal mode: The leader is performance-oriented. The leader sets challenging goals, emphasize excellence, and driven by continuous-improvement while maintaining a high degree of confidence that subordinates will meet the difficult challenges in a responsible manner.

Vroom’s Decision-Making Model

Contingency Approaches:Prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority

Autocratic leader

Consultative leader

Group directed

Decision making styles of Vroom’s Decision-Making styles

A-1

Decision making styles of Vroom’s Decision-Making styles: Leader solves or makes the decision himself using available information

A-2

Decision making styles of Vroom’s Decision-Making styles: Leader obtains necessary information from subordinates, then decides

C-1

Decision making styles of Vroom’s Decision-Making styles Leader approaches subordinates individually getting their ideas then making decision

C-2

Decision making styles of Vroom’s Decision-Making styles: Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides

G-2

Decision making styles of Vroom’s Decision-Making styles Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative solutions, and then collectively decides