Planning Ahead What is leadership? What are the important leadership models and theories?

1. Chapter 11Leading -- To Inspire Effort Leadership is one of the 4 Processes/Functions of Management • Planning Ahead • What is leadership? • What are the important leadership models and theories? • What are current directions in leadership development? • What are the leadership “anchors” for dynamic times? Schermerhorn - Chapter 11

2. What is Leadership? • Leadership and Vision • Leadership • process of inspiring others to work hard to accomplish important organizational tasks • Visionary Leadership • someone who manages with a clear sense of the future Schermerhorn - Chapter 11

3. What is Leadership? • Meeting the challenges of visionary leadership: • Challenge the process (TQM and Six Sigma, and Lean Processes constantly challenge how we perform work processes.) • Show enthusiasm • Help others to act (Cultures that encourage supporting of coworkers help others to act.) • Set the example • Celebrate achievements (another cultural component) Schermerhorn - Chapter 11

4. Leadership is process of inspiring others to work hard to accomplish important organizational tasks. • Leadership and Power • Power is one way you could get others to work hard for an organization • Power is ability to get someone else to do what you want them to do. Use of power is sometimes not inspiring. Schermerhorn - Chapter 11

5. Types of Position Power • Position Power • Reward • influence through rewards • Coercive • influence through punishment • Legitimate • influence through authority When a candidate gets elected they get legitimate power Schermerhorn - Chapter 11

6. Types of Personal Power • Personal Power • Expert • influence through special expertise • Referent • influence through identification Schermerhorn - Chapter 11

7. The types of power that are likely to inspire workers to accomplish organizational goals are: • Legitimate power • Referent power • Expert poser Schermerhorn - Chapter 11

8. Empowering people will help to make them leaders in the future. • Leadership and Empowerment • Empowerment • when employees feel powerful they are more willing to make decisions and take action • process through which mangers enable and help others to gain power and achieve influence within the organization. • And therefore willing work towards the organization’s goals Schermerhorn - Chapter 11

9. How Leaders can Empower Others • Involve others in selecting their work assignments and tasks • Create an environment of cooperation, information sharing, discussions, and shared ownership of goals. • Encourage others to take initiative, make decisions, and use their knowledge. • Find out what others think and let them help design solutions. • Give others the freedom to put their ideas and solutions into practice. • Recognize successes and encourage high performance. Schermerhorn - Chapter 11

10. Leadership Models and Theories • 1st model -- Leadership Traits – Managers wanted to find leadership traits and once they did, they could check potential managers for these traits and hire those who had traits. • desire to lead • motivation • honesty and integrity • self-confidence • intelligence and knowledge • flexibility Schermerhorn - Chapter 11

11. A 2nd approach to leadership has to do with how people act. Do they focus more on the task or more on concern for workers. • Job-centered (task) type of leader. • plans and defines work to be done • assigns task responsibilities • sets clear work standards • urges task completion • monitors results Schermerhorn - Chapter 11

12. Focus on Leadership Behaviors • People Concerns Focus • acts warm and supportive • develops social rapport with workers • respects their feelings • sensitive to their needs • shows trust in them Schermerhorn - Chapter 11

13. Leadership Models and Theories 3rd Leadership theory is Fiedler’s Contingency Model • good leadership depends on a match between leadership and situational demands • least-preferred coworker scale (LPC) Schermerhorn - Chapter 11

14. Leadership Models and Theories • Fiedler’s Contingency Model • Diagnosing situational control • leader-member relations (good or poor) • degree of task structure (high or low) • amount of position (strong or weak) Schermerhorn - Chapter 11

15. Leadership Models and Theories • Fiedler’s Contingency Model • Matching leadership style and situation • task oriented leader is most successful • very favorable (high control) • very unfavorable (low control) • relationship oriented leader is most successful • moderate control situation Schermerhorn - Chapter 11

16. Leadership Models and Theories • Hersey-Blanchard Situational Model • Leaders adjust their styles depending on the readiness of their followers • readiness • how able, willing and confident followers are to perform tasks Schermerhorn - Chapter 11

17. Leadership Models and Theories • Hersey-Blanchard Leadership Styles • Delegating • Participating • Selling • Telling Schermerhorn - Chapter 11

18. Leadership Models and Theories • Matching Hersey-Blanchard Leadership Styles to Follower Readiness • Delegating = high readiness • Participating = moderate to high readiness • Selling = low to moderate readiness • Telling = low readiness Schermerhorn - Chapter 11

19. Leadership Models and Theories • House’s Path-Goal Leadership Theory • directive • supportive • achievement-oriented • participative Schermerhorn - Chapter 11

20. Leadership Models and Theories • Substitutes for Leadership • Aspects of the work setting and the people involved that can reduce the need for a leader’s personal involvement • Possible leadership substitutes: • Subordinate characteristics • Task characteristics • Organizational characteristics Schermerhorn - Chapter 11

21. Leadership Models and Theories • Vroom-Jago leader-participation theory • Helps leaders choose the method of decision making that best fits the nature of the problem situation. • Alternative decision-making methods: • Authority decision • Consultative decision • Group decision Schermerhorn - Chapter 11

22. Leadership Models and Theories • Vroom-Jago leader-participation theory • Use group-oriented and participative decision-making 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 by others is important. • Adequate time is available for true participation. Schermerhorn - Chapter 11

23. Leadership Models and Theories • Vroom-Jago leader-participation theory • Use authority-oriented decision-making 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 the decision. • Little or no time is available for discussion. Schermerhorn - Chapter 11

24. Directions in Leadership Development • What is Transformational Leadership? • Use of charisma and related qualities to raise aspirations and shift people and organizational systems into new high-performance patterns Schermerhorn - Chapter 11

25. Directions in Leadership Development • Transactional Leadership • Use of tasks, rewards and structures to help followers meet their needs while working to accomplish organizational objectives Schermerhorn - Chapter 11

26. Directions in Leadership Development • Look at the qualities of transformational leaders and decide if these qualities are distributed widely throughout the population. • Qualities of Transformational Leaders • vision • charisma • symbolism • empowerment • intellectual stimulation • integrity Schermerhorn - Chapter 11

27. Directions in Leadership Development • Emotional Intelligence (EI) • ability to understand and deal well with emotions at work • threshold capabilities are technical or knowledge-based skills • excellence in leadership depends on EI • can be learned Schermerhorn - Chapter 11

28. Trends in Leadership Development • Gender and Leadership • Women may be more prone to democratic and participative behaviors • Men may be more transactional Schermerhorn - Chapter 11

29. Leadership Anchors in Dynamic Times • “Good Old-Fashioned” Leadership • define and establish a sense of mission • accept leadership as responsibility rather than rank • earn and keep trust of others Schermerhorn - Chapter 11