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Chapter Ten Leadership

Chapter Ten Leadership. A Leader is . . . Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Independent One who shares knowledge. A Manager is . . . Rational Consulting Persistent Problem-solving Tough-minded Analytical Structured

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Chapter Ten Leadership

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  1. Chapter TenLeadership

  2. A Leader is . . . Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Independent One who shares knowledge A Manager is . . . Rational Consulting Persistent Problem-solving Tough-minded Analytical Structured Deliberative Authoritative Stabilizing One who centralizes knowledge Leaders Versus Managers Source: Genevieve Capowski, “Anantomy of a Leader: Where Are the Leaders of Tomorrow?,” Management Review, March 1994, p. 12; David Fagiano, “Managers vs. Leaders: A Corporate Fable,” Management Review, November 1997, p. 5.

  3. What Is Leadership? • Types of power • Reward power is the manager’s ability to allocate organizational resources in exchange for cooperation. • Coercive power, sometimes called punishment power, is the opposite of reward power. • Expert power is based on an individual’s technical or expert knowledge about a particular area. • Referent power arises from an individual’s personal characteristics that are esteemed by others. • Personal power consists of both expert and referent power, or a combination of both.

  4. Why Do Employees Respond to Different Types of Power? Exhibit 11 . 1

  5. Theories of Leadership • Job-centered and employee-centered leader behaviors • Task-oriented leader behaviors • Job-centered leaders achieved higher worker productivity. • People-oriented leader behaviors • Employee-centered leaders create more positive worker attitudes.

  6. Theories of Leadership • Initiating structure and consideration • Initiating structure • Task-oriented leaders insist workers follow rigid work methods, use close supervision and direction, make decision alone, and push workers for greater efforts. • Consideration • Relationship-oriented leaders appreciate job well done, stress high morale, treat workers as equals, and are friendly and approachable. • Subsequent studies found that leaders who score high on both behaviors are more effective than leaders scoring low on these behavioral styles.

  7. Situational leadership theory (Hersey-Blanchard) • Assumptions: • Leaders can and should adjust their behavior to suit the decision-making situations in the workplace. • Ready followers require less leadership; less ready followers need more guidance and more leadership. • Findings: • The best leadership style is the one that best matches the situation. • Leadership style also depends on the readiness of followers for independent action.

  8. Influence Tactics Used by Leaders • Setting a good example • Assertiveness • Reason and logic • Ingratiation • Bargaining • Coalition formation • Joking and kidding

  9. 1. Driven, high achievers, passionate 2. Possess a strong desire to control others 3. Self-confident 4. Trustworthy and honest 5. Smart, knowledgeable, technically competent 6. Sensitive to people’s needs and feelings 7. Sense of humor 8. Emotionally intelligent Characteristics of Effective Leaders

  10. Behaviors of Effective Leaders Adapt to the situation Provide stable performance Demand high standards of performance Provide emotional support Give frequent feedback Have a strong customer orientation Recover quickly from setbacks Play the role of servant leader

  11. Transformational/Transactional Leadership • Transformational leadership • An inspirational (charismatic) form of leader behavior based on modifying followers’ beliefs, values, and ultimately their behavior. • Transactional leadership • Leader behavior that is based on appealing to followers’ rational exchange motive (e.g., exchanging labor for wages) to help clarify the path from effort to reward and to focus them on organizational goals.

  12. Emotional Intelligence • Emotional intelligence (Goleman) • The set of personal characteristics (self-awareness, self-regulation, motivation, empathy, and social skills) that plays a key role in leader success by allowing persons to more effectively manage themselves and their relationships with others.

  13. Qualities of Transformational and Charismatic Leaders Possess a vision Masterful communicators Inspire trust Help group members feel capable Energy and action orientation Intellectually stimulating Provide inspiration

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