Chapter 15 Leadership The Nature of Leadership • Many styles of leadership can be effective • People, influence, and goals – Reciprocal, occurring among people – A “people” activity, different than administration and problem-solving – Leadership is the ability to influence people toward the attainment of goals Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 2 Contemporary Leadership • Responding to the turbulence and uncertainty of the environment, Leadership evolves as the needs of the organization, technology, economy, labor, ethics, and culture change. • Humility – being unpretentious and modest rather than arrogant and prideful • Four approaches for today’s turbulent times: – Level 5 Leadership – Servant Leadership – Authentic Leadership – Interactive Leadership (gender differences) 3 Level-Five Leadership Level-five leadership refers to the highest level in a hierarchy of manager capabilities Lack of ego (humility) Often shy and unpretentious (self-effacing) Fierce resolve (WILL) to do what is best for organization Credit other people Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 4 Level-Five Hierarchy Servant Leadership • Give away — power, ideas, information, recognition, and credit for accomplishment. • Bring the follower’s higher motives to the work and connect them to the organizational mission and goals. • Nonprofit organizations 6 Authentic Leadership • Know and understand themselves • Espouse and act consistently with higher-order ethical values • Empower and inspire others with their openness and authenticity 7 15.2 Components of Authentic Leadership Interactive Leadership Derived from studies of female leaders (gender differences) Consistent with Level 5 leadership Consensual and collaborative Influence derived from relationships Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 9 Gender Differences in Leadership Behaviors 10 From Management to Leadership Good management is essential to organizations, but good managers must be leaders Management promotes stability, order, and problem solving Leadership motivates toward vision and change Leadership cannot replace management, there should be a balance of both Good management Meet current commitments Good leadership Moves into the future. 11 15.4 Leader and Manager Qualities 12 Leadership Traits • Traits: Distinguishing personal characteristics • Early research: Trait ↔ Leadership (Strong), Great Man Approach to leadership • Recent research: Trait ↔ Leadership (Weak), Combine trait research with other leadership ideas • Effective leaders possess varied traits and combine these with their strengths 13 15.5 Personal Characteristics of Leaders 14 Behavioral Approaches • Research beyond leadership traits • Defined two leadership behaviors: – Task-oriented behavior – People-oriented behavior • Foundation of important leadership studies Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 15 Ohio State Studies aka OSU Model • Identified two major behaviors of leader: • Consideration; people oriented – Mindful of, sensitive to subordinates – Respects ideas and feelings of subordinates – Establishes mutual trust – Friendly; Open communication, Develop teamwork; Care for subordinates’ welfare • Initiating structure; task behavior – Task oriented – Directs work activities toward goals 16 Michigan Studies, aka UM Model • 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 17 Texas Model - The Leadership Grid Contingency Approaches How do situations influence leader effectiveness? Hersey & Blanchard Model - Situational Model of Leadership Fiedler Model - Leadership Model Substitutes for leadership concept Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 19 Contingency Approaches: Situational Model aka Hersey and Blanchard Model • Describes the relationship between leadership styles and specific organizational situations. • Links the leader’s behavioral style with the task of readiness of subordinates. • Extension of behavioral theories • Focus on characteristics of followers • Seek appropriate leadership behavior • In short, leadership is based on relationship with followers and readiness level of followers 20 The Situational Model of Leadership 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 22 How Leader Style Fits the Situation Substitutes for Leadership There are situations where leader style is unimportant There are situations and variables that can substitute or neutralize leadership characteristics A substitute = a situation variable that makes a leadership style unnecessary; example - highly professional subordinates. A neutralizer = a situational variable that prevents a leader from displaying certain behaviors. 24 Substitutes and Neutralizers for Leadership 25 Charismatic and Visionary 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 • RQ: Can a woman become a charismatic leader? Transformational vs. Transactional Leadership Transactional – Clarify tasks – Initiate structure – Provide awards – Improve productivity – Hard working – Tolerant & fair-minded – Focus on management Transformational – Innovative – Recognize follower needs – Inspire followers – Create a better future – Promote significant change Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 27 Followership • Organization does not exist without followers • A leader must understand followers • 2 Dimensions 1. Independent & Critical Thinker vs. Dependent, uncritical Thinker 2. Active Follower vs. Passive Follower 28 15.10 Styles of Followership Power and Influence • Position Power – Legitimate Power – Reward Power – Coercive Power • Personal Power – Expert Power – Referent Power • Other Sources of Power Both leaders and followers use power to get things done – Personal Effort – Network of Relationships – Information 30 7 Interpersonal Influence Tactics for Leaders Review Questions • • • • • • • • • • • • • • • • • • Define leadership and explain its importance for organizations. Describe how leadership is changing in today’s organizations, including Level 5 leadership, servant leadership, and authentic leadership. Discuss how women’s style of leading is typically different from men’s. Identify personal characteristics associated with effective leaders. Define task-oriented behavior and people-oriented behavior and explain how these categories are used to evaluate and adapt leadership style. Describe Hersey and Blanchard’s situational theory and its application to subordinate participation. Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors. Describe transformational leadership and when it should be used. Explain how followership is related to effective leadership. What are 5 components of authentic leadership? Describe a substitute as a situation variable. Describe a neutralizer as a situation variable. Identify the influence that charismatic leader makes. Identify sources of leader power. Identify the tactics leaders use to influence others. Describe 5 styles of followership. Among 5 styles of followership, which style is the most harmful to the organization? Explain why. Explain how a woman with a calm voice can become a charismatic leader. 32