Modern Strategies in Leadership Evolution

1. Chapter 15 Leadership

2. The Nature of Leadership • Many styles of leadership can be effective • People, influence, and goals • Leadership is the ability to influence people toward the attainment of goals • Reciprocal, occurring among people • A “people” activity, different than administration and problem solving

3. Contemporary Leadership • Leadership evolves as the needs of the organization change • Leadership has evolved with technology, economic, labor, social, and cultural changes • Responding to the turbulence and uncertainty of the environment

4. Contemporary Leadership • Four approaches for today’s turbulent times: • Level 5 leadership • Servant leadership • Authentic leadership • Interactive leadership (gender differences)

5. Level 5 Leadership Highest level in a hierarchy of manager capabilities • Lack of ego (humility) • Fierce resolve to do what is best for organization • Shy and self-effacing • Credit other people

6. 15.1 Level 5 Hierarchy

7. Servant Leadership • Work exists for the development of the worker • Servant leaders transcend self-interest to serve others • Servant leaders give away power, ideas, information, recognition, credit, and money

8. Authentic Leadership • Leaders who know and understand themselves • Espouse and act with higher order ethical values • Staying true to one’s values and beliefs • Inspire trust and commitment • Respect diverse viewpoints

9. Authentic Leadership • Encourage collaboration • Help others learn, grow, and develop as leaders

10. 15.2 Components of Authentic Leadership

11. Gender Differences • Associated with Level 5 leaders and female leaders • Interactive leadership means that the leader favors a consensual and collaborative process • Influence derives from relationships rather than position power and formal authority

12. 15.3 - Gender Differences in Leadership Behaviors

13. From Management to Leadership • Good management is essential to organizations • However, good managers must be leaders • Management promotes stability and order within the existing organizational structure

14. From Management to Leadership • Leadership motivates toward vision and change • Leadership cannot replace management, there should be a balance of both

15. 15.4 Leader and Manager Qualities

16. Leadership Traits • Early research on leadership focused on traits • Traits – distinguishing personal characteristics of a leader • Intelligence, honesty, self-confidence and appearance • Great Man Approach to leadership • Traits are reemerging as a leadership interest

17. Leadership Traits • Effective leaders possess varied traits and combine these with their strengths • Strengths – natural talents and abilities that have been supported and reinforced with learned knowledge and skills • Provides individual with best tools for accomplishment and satisfaction

18. 15.5 Personal Characteristics of Leaders

19. Behavioral Approaches • Research beyond leadership traits • Defined two leadership behaviors: • Task-oriented behavior • People-oriented behavior • Foundation of important leadership studies

20. Ohio State Studies Identified two major behaviors: • Consideration; people oriented • Mindful of subordinates • Respects ideas and feelings • Establishes mutual trust • Initiating structure; task behavior • Task oriented • Directs work activities toward goals

21. Michigan Studies Compared the behavior of effective and ineffective supervisors • Employee-centered leaders (most effective) • Establish high performance goals • Display supportive behavior • Job-centered leaders (not effective) • Less concerned with goal achievement/human needs • Focus on meeting schedules, cost-management, and efficiency

22. 15.6 The Leadership Grid

23. Contingency Approaches How do situations influence leader effectiveness? • Situational model of leadership • Leadership model (Fiedler) • Substitutes for leadership concept

24. Situational Theory of Leadership • Extension of behavioral theories • Focus on characteristics of followers • Seek appropriate leadership behavior • Subordinates vary in readiness determined by: • Degree of willingness and ability a subordinate demonstrates while performing a task

25. 15.7 The Situational Model of Leadership

26. Fiedler’s Contingency Theory • Leader’s style is task oriented or relationship oriented • Relatively fixed leadership style difficult to change • Goal is to match the leader’s style with organizational situation • Analyze the leader’s style to the favorability of the situation

27. 15.8 How Leader Style Fits the Situation

28. Substitutes for Leadership • There are situations where leader style is unimportant • There are situations and variables that can substitute or neutralize leadership characteristics

29. 15.9 Substitutes and Neutralizers for Leadership

30. Charismatic and Transformational Leadership • Charismatic leaders are skilled in the art of visionary leadership • Vision is an attractive, ideal future • Inspire and motivate people to do more • A lofty vision • Ability to understand and empathize • Empowering and trusting subordinates • Visionary leaders speak to the hearts of employees to be a part of something big

31. Transformational versus Transactional Leadership

32. Followership • Organization does not exist without followers • Understand followers: critical thinking versus dependent uncritical thinking • Alienated follower • Passive follower • Conformist • Pragmatic survivor • Effective follower

33. 15.10 Styles of Followership

34. Power and Influence • Position Power • Legitimate power • Reward power • Coercive power • Personal Power • Expert power • Referent power Both leaders and followers use power to get things done

35. Power and Influence • Other sources of power • Personal effort • Network of relationships • Information

36. 15.11 Six Interpersonal Influence Tactics for Leaders