Essentials of leadership_Management .ppt

leadership theories

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©2013 John Wiley & Sons, Inc. All rights reserved. 14-1 14-1
©2013 John Wiley & Sons, Inc. All rights reserved.
JOHN R. SCHERMERHORN, JR.JOHN R. SCHERMERHORN, JR.
MANAGEMENTMANAGEMENT
1212
thth
Edition Edition
Chapter 14Chapter 14
Essentials of
Leadership

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Planning Ahead — Chapter 14 Study Questions
1.What is the nature of leadership?
2.What are the important leadership traits and
behaviors?
3.What are the contingency approaches to
leadership?
4.What are current issues in personal
leadership development?

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Chapter 14 Learning Dashboard
1.The Nature of Leadership
1.Leadership and power
2.Leadership and vision
3.Leadership as service
2.Leadership Traits and Behaviors
1.Leadership traits
2.Leadership behaviors
3.Classic leadership styles

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Chapter 14 Learning Dashboard
3.Contingency Approaches to Leadership
1.Fiedler’s contingency model
2.Hersey-Blanchard situational model
3.Path-goal theory
4.Leader-member exchange theory
5.Leader-participation model
4.Personal Leadership Development
1.Charismatic and transformational leadership
2.Emotional intelligence and leadership
3.Gender and leadership
4.Moral leadership
5.Drucker’s “old-fashioned” leadership

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Takeaway 1: The Nature of Leadership
•Leadership
–The process of inspiring others to work hard to
accomplish important tasks

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Figure 14.1 Leading viewed in relationship to the other
management functions

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Takeaway 1: The Nature of Leadership
•Power
–Ability to get someone else to do something you
want done or make things happen the way you
want
–Power should be used to influence and control
others for the common good rather seeking to
exercise control for personal satisfaction

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Takeaway 1: The Nature of Leadership
•Two sources of managerial power:

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Takeaway 1: The Nature of Leadership
•Position power
–Based on a manager’s official status in the
organization’s hierarchy of authority

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Takeaway 1: The Nature of Leadership
•Personal power
–Based on the unique personal qualities that a
person brings to the leadership situation

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Takeaway 1: The Nature of Leadership

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Takeaway 1: The Nature of Leadership
•Visionary leadership
–Vision
•A future that one hopes to create or achieve in order
to improve upon the present state of affairs
–Visionary leadership
•A leader who brings to the situation a clear and
compelling sense of the future as well as an
understanding of the actions needed to get there
successfully

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Takeaway 1: The Nature of Leadership
•Servant leadership
–Commitment to serving others
–Followers more important than leader
–“Other centered” not “self-centered”
–Power not a “zero-sum” quantity
–Focuses on empowerment, not power

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Takeaway 1: The Nature of Leadership
•Empowerment
–The process through which managers enable and
help others to gain power and achieve influence
–Effective leaders empower others by providing
them with:

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Takeaway 2: Leadership Traits and Behaviors

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Takeaway 2: Leadership Traits and Behaviors
•Leadership behavior
–Leadership behavior theories focus on how
leaders behave when working with followers
–Leadership styles are recurring patterns of
behaviors exhibited by leaders
–Basic dimensions of leadership behaviors:
•Concern for the task to be accomplished
•Concern for the people doing the work

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Takeaway 2: Leadership Traits and Behaviors

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Figure 14.2 Blake and Mouton’s Leadership Grid

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Takeaway 2: Leadership Traits and Behaviors
•Classic leadership styles:
–Autocratic style
•Emphasizes task over people
–Human relations style
•Emphasizes people over task
–Laissez-faire style
•Shows little concern for task
–Democratic style
•Committed to task and people

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Takeaway 3: Contingency Approaches to Leadership
Fiedler’s Contingency Model
–Good leadership depends on a match between
leadership and situational demands
–Determining leadership style:
•Low LPC  task-motivated leaders
•High LPC  relationship-motivated leaders
–Leadership is part of one’s personality, and
therefore relatively enduring and difficult to
change
–Leadership style must be fit to the situation

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Takeaway 3: Contingency Approaches to Leadership
Fiedler’s contingency model (cont.)
–Diagnosing situational control:
•Quality of leader-member relations (good or poor)
•Degree of task structure (high or low)
•Amount of position power (strong or weak)
–Task oriented leaders are most successful in:
•Very favorable (high control) situations
•Very unfavorable (low control) situations
–Relationship-oriented leaders are most successful in:
•Situations of moderate control

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Figure 14.3 Predictions on style-situation fit from Fiedler’s
contingency leadership model

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Takeaway 3: Contingency Approaches to Leadership
Hersey-Blanchard situational leadership
model
–Leaders adjust their styles depending on
the readiness of their followers to perform
in a given situation
•Readiness — how able, willing and confident
followers are in performing tasks

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Figure 14.4 Leadership implications of the Hersey-
Blanchard situational leadership model

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Takeaway 3: Contingency Approaches to Leadership
Hersey-Blanchard leadership styles:
–Delegating
•Low-task, low-relationship style
•Works best in high readiness-situations
–Participating
•Low-task, high-relationship style
•Works best in low- to moderate-readiness
situations

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Takeaway 3: Contingency Approaches to Leadership
Hersey-Blanchard leadership styles:
–Selling
•High-task, high-relationship style
•Work best in moderate- to high-readiness
situations
–Telling
•High-task, low-relationship style
•Work best in low-readiness situations

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Takeaway 3: Contingency Approaches to Leadership
House’s path-goal leadership theory
–Effective leadership deals with the paths
through which followers can achieve goals
–Leadership styles for dealing with path-goal
relationships:
•Directive leadership
•Supportive leadership
•Achievement-oriented leadership
•Participative leadership

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Figure 14.5 Contingency relationships in House’s path-
goal leadership theory

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Takeaway 3: Contingency Approaches to Leadership
House’s leadership styles:

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Takeaway 3: Contingency Approaches to Leadership
When to use House’s leadership styles:
–Use directive leadership when job assignments
are ambiguous
–Use supportive leadership when worker self-
confidence is low
–Use participative leadership when performance
incentives are poor
–Use achievement-oriented leadership when task
challenge is insufficient

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Takeaway 3: Contingency Approaches to Leadership?
Substitutes for leadership
–Factors in the work setting that direct the work
efforts without the involvement of the leader
•Follower characteristics
–Ability, experience, independence
•Task characteristics
–Routine, feedback
•Organization characteristics
–Clarity of plans, formalized rules and procedures

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Takeaway 3: Contingency Approaches to Leadership
Leader-Member Exchange Theory (LMX)
–Not all people are treated the same by
leaders in leadership situations
•“In groups”
–High LMX
•“Out groups”
–Low LMX

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Takeaway 3: Contingency Approaches to Leadership
Leader-Member Exchange Theory (LMX)
–Nature of the exchange is based on presumed
characteristics by the leader

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Figure 14.6 Elements of leader exchange theory

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Takeaway 3: Contingency Approaches to Leadership
Vroom-Jago leader-participation theory
–Helps leaders choose the method of
decision making that best fits the nature of
the problem situation
–Basic decision-making choices:
•Authority decision
•Consultative decision
•Group decision

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Figure 14.7 Leadership implications of Vroom-Jago
leader-participation model

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Takeaway 3: Contingency Approaches to Leadership
Decision-making options in the Vroom-Jago
leader-participation theory:

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Takeaway 3: Contingency Approaches to Leadership
Contingency factors in the Vroom-Jago leader-
participation theory:

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Takeaway 3: Contingency Approaches to Leadership
According to Vroom-Jago leader-participation
theory, a leader should use authority-oriented
decision methods when
–The leader has greater expertise to solve a
problem
–The leader is confident and capable of acting alone
–Others are likely to accept and implement the
decision
–Little or no time is available for discussion

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Takeaway 3: Contingency Approaches to Leadership
According to Vroom-Jago leader-participation
theory, a leader should use group-oriented and
participative decision methods when …
–the leader lacks sufficient information to solve a
problem by himself/herself
–the problem is unclear and help is needed to clarify the
situation
–acceptance of the decision and commitment by others
is necessary for implementation
–adequate time is available for true participation

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Takeaway 3: Contingency Approaches to Leadership

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Takeaway 4: Personal Leadership Development
•Superleaders
–Persons whose vision and strength of
personality have an extraordinary impact on
others
•Charismatic leaders
–Develop special leader-follower
relationships and inspire
others in extraordinary ways

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Takeaway 4: Personal Leadership Development?
Transformational leader
–Someone who is truly inspirational as a
leader and who arouses others to seek
extraordinary performance
accomplishments

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Takeaway 4: Personal Leadership Development

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Takeaway 4: Personal Leadership Development
•Emotional intelligence
–The ability of people to manage emotions in
social relationships
–Characteristics of the emotionally intelligent
leader:
•High self-awareness
•Motivated and persistent
•High social awareness
•Good self management
•Good relationship management

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Takeaway 4: Personal Leadership Development
Gender and leadership
–Gender similarities hypothesis
•Males and females have similar psychological
properties
•Men and women can be equally effective
leaders
•Men and women are sometimes perceived as
using different styles of leadership

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Takeaway 4: Personal Leadership Development
–Women tend to use interactive leadership
•A style that shares qualities with transformational
leadership
•Leaders with this style are democratic,
participative, and inclusive.
–Men tend to use transactional leadership
–Interactive leadership provides a good fit with
the demands of a diverse workforce and the
new workplace

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Takeaway 4: Personal Leadership Development
Moral leadership
–Ethical leadership that is always “good” and “right”
–All leaders are expected to maintain high ethical standards
–Long-term, sustainable success requires ethical behavior
–Integrity involves the leader’s honesty, credibility, and
consistency in putting values into action
–Moral overconfidence is an overly positive view of one’s
strength of character
–Authentic leadership activates positive psychological states
to achieve self awareness and positive self-regulation.

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Takeaway 4: Personal Leadership Development
Drucker’s “old-fashioned” leadership
–Leadership is more than charisma; it is
“good old-fashioned” hard work

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Takeaway 4: Personal Leadership Development
–Essentials of “old-fashioned” leadership:
•Defining and establishing a sense of mission
•Accepting leadership as a “responsibility”
rather than a rank
•Surround yourself with talented people
•Don’t blame others when things go wrong
•Keep your integrity, earn trust
•Don’t be clever, be consistent