Leaders and Leadership: Understanding How to Achieve Organizational Goals

1. Chapter 10 Leaders and Leadership

2. Learning Objectives • Describe what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders • Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership • Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations

3. The Nature of Leadership • Leadership • The process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals

4. The Nature of Leadership • Leader • An individual who is able to exert influence over other people to help achieve group or organizational goals

5. The Nature of Leadership • Personal Leadership Style • The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management. • The challenge is for managers at all levels to develop an effective personal management style.

6. Discussion Question What culture has the most effective leadership style? • Japanese • European • United States • Middle Eastern

7. Leadership Across Cultures Leadership styles may vary among different countries or cultures • European managers tend to be more people-oriented than American or Japanese managers • Japanese managers are group-oriented, while U.S managers focuses more on profitability • Time horizons also are affected by cultures

8. Sources of Managerial Power Figure 10.1

9. Question? What type of power is the ability of a manager to give or withhold tangible and intangible rewards? • Reward • Coercive • Expert • Legitimate

10. Power: The Key to Leadership • Legitimate Power • The authority that a manager has by virtue of his or her position in an organizational hierarchy • Reward Power • The ability of a manager to give or withhold tangible and intangible rewards

11. Power: The Key to Leadership • Coercive Power • The ability of a manager to punish others • Expert Power • Power that is based on special knowledge, skills, and expertise that a leader possesses

12. Power: The Key to Leadership • Referent Power • Power that comes from subordinates’ and coworkers’ respect for the personal characteristics of a leader which earns their loyalty and admiration.

13. Empowerment: An Ingredient in Modern Management • Empowerment • The process of giving workers at all levels more authority to make decisions and the responsibility for their outcomes

14. Empowerment: An Ingredient in Modern Management Empowerment: • Increases a manager’s ability to get things done • Increases workers’ involvement, motivation, and commitment • Gives managers more time to concentrate on their pressing concerns

15. Trait Models of Leadership • Trait Model • Focused on identifying personal characteristics that cause effective leadership • Research shows that certain personal characteristics do appear to be connected to effective leadership. • Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

16. Question? Which leadership model identifies the two basic types of behavior that many leaders engaged in to influence their subordinates? • Fiedler • Path-Goal • Behavioral • Trait

17. The Behavior Model • Behavioral Model • Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates

18. The Behavior Model • Consideration • behavior indicating that a manager trusts, respects, and cares about subordinates • Initiating structure • behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective

19. Contingency Models of Leadership • Fiedler’s Model • Personal characteristics can influence leader effectiveness • Leader style is the manager’s characteristic approach to leadership

20. Contingency Models of Leadership • Relationship-oriented style • leaders concerned with developing good relations with their subordinates and to be liked by them. • Task-oriented style • leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment.

21. Fiedler’s Model • Situation Characteristics • How favorable a situation is for leading to occur • Leader-member relations—determines how much workers like and trust their leader

22. Fiedler’s Model • Task structure • the extent to which workers tasks are clear-cut • clear issues make a situation favorable for leadership. • Position Power • the amount of legitimate, reward, and coercive power leaders have by virtue of their position • When positional power is strong, leadership opportunity becomes more favorable.

23. Fiedler’s Contingency Theory of Leadership Figure 10.2