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1、LEADERSHIP IN ORGANIZATIONSMANAGEMENT 6th Ed.By: Richard DaftPrepared by: GREGAR DONAVEN E. VALDEHUEZA, MBALourdes College InstructorLearning ObjectivesnDefine leadership and explain its importance for organizations.nIdentify personal characteristics associated with effective leaders.nExplain the fi
2、ve sources of power and how each causes different subordinate behavior.nDescribe the leader behaviors of initiating structure and consideration and when they should be used.nDescribe Hersey and Blanchards situational theory and its application to subordinate participation.nExplain the path-goal mode
3、l of leadership.nDiscuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors.nDescribe transformational leadership and when it should be used. Explain innovative approaches to leadership in the new workplace.The Nature of Le
4、adershipLeadership occurs among people, involves the use of influence, and is used to attain goals.Leadership:the ability to influence people toward the attainment of goals.Leadership versus ManagementLeader qualitiesSOULVisionaryPassionateCreativeFlexibleInspiringInnovativeCourageousImaginativeExpe
5、rimentalInitiates changePersonal powerManager qualitiesMINDRationalConsultingPersistentProblem solvingTough-mindedAnalyticalStructuredDeliberateAuthoritativeStabilizingPosition powerMajor differences between manager and leader qualities relates to the source of power and the level of compliance it e
6、ngenders within followers.Power:the potential ability to influence others behavior.Position PowernLegitimate PowernPower that stems from a formal management position in an organization and the authority granted to it.nReward PowernPower that results from the authority to bestow rewards on other peop
7、le.nCoercive PowernPower that stems from the authority to punish or recommend punishment.Personal PowernExpert PowernPower that stems from special knowledge of or skill in the tasks performed by subordinates.nReferent PowernPower that results from characteristics that command subordinates identifica
8、tion with, respect and admiration for, and desire to emulate the leader.Empowermentnthe giving or delegation of power; authority ()nEmpowerment is the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways. () Empowerin
9、g employees works because total power in the organization seems to increase. Everyone has to say and hence contributes more to organizational goals.Leadership TraitsTraits:the distinguishing personal characteristics of a leader, such as intelligence, values, and appearance.Personal Characteristics o
10、f LeadersPhysical Characteristics:nEnergynPhysical staminaIntelligence & Ability:nIntelligence, cognitive abilitynKnowledgenJudgment, decisivenessPersonality:nSelf-confidencenHonesty & integritynEnthusiasmnDesire to leadnIndependenceSocial Characteristics:nSociability, interpersonal skillsnCooperati
11、venessnAbility to enlist cooperationnTact, diplomacyWork Related Characteristics:nAchievement drive, desire to excelnConscientiousness in pursuit of goalsnPersistence against obstacles, tenacitySocial Background:nEducationnMobilityAutocratic versus Democratic LeadersAutocratic leadernLeader who tend
12、s to centralize authority and rely on legitimate, reward, and coercive power to manage subordinates.Democratic leadernLeader who delegates authority to others, encourages participation, and relies on expert and referent power to influence subordinates.Leadership ContinuumManager presents problem, ge
13、ts suggestions, makes decisionManager defines limits, asks group to make decisionManager makes decision and announces itManager “sells” decisionManager presents ideas and invites questionsManager presents tentative decision subject to changeManager permits subordinates to function within limits defi
14、ned by superiorSubordinate-Centered LeadershipArea of freedom for subordinatesUse of authority by managersBoss-Centered LeadershipBehavioral ApproachesnOhio State Studies2 major behaviors:Consideration-The type of behavior that describes the extent to which the leader is sensitive to subordinates, r
15、espects their ideas and feelings, and establishes mutual trust.Initiating structure-A type of leader behavior that describes the extent to which the leader is task oriented and directs subordinates work activities toward goal attainment.A leader may have any of four styles:nhigh initiating structure
16、 low considerationnhigh initiating structure high considerationnlow initiating structure low considerationnlow initiating structure high considerationnMichigan StudiesEmployee-centered leaders:Established high performance goals and displayed supportive behavior toward subordinates.Job-centered leade
17、rs:Less concerned with goal achievement and human needs in favor of meeting schedules, keeping costs low, and achieving production efficiency.nThe Leadership GridnA two-dimensional leadership theory that measures leaders concern for people and concern for production.Leadership Grid Figure97654321812
18、3456789Team Management (9,9)Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect.Country Club Management (1,9)Thoughtful attention to the needs of people for satisfying relationships leads to a comf
19、ortable, friendly organization atmosphere and work tempo.Middle-of-the-Road Management (5,5)Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.Impoverished Management (1,1)Exertion of minimum effort
20、to get required work done is appropriate to sustain organization membership.Authority-Compliance (9,1)Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degreeC O N C E R N F O R P R O D U C T I O NCONCERNFORPEOPLEContingency A
21、pproachesnA model of leadership that describes the relationship between leadership styles and specific organizational situations.nFiedlers Contingency TheoryLeadership Style:Relationship-oriented leader concerned with people, as in the consideration style.Task-oriented leader primarily motivated by
22、task accomplishment, which is similar to the initiating structure style.Leadership style was measured with a questionnaire known as the Least Preferred Coworker (LPC) scale.example:open - - - - - - - - guardedquarrelsome - - - - - - - - harmoniousefficient- - - - - - - -inefficientSituation:Leadersh
23、ip situations can be analyzed in terms of three elements. 1.Leader-member relations refers to group atmosphere and members attitude toward and acceptance of the leader.2.Task structure refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear
24、, explicit goals.3.Position power is the extent to which the leader has formal authority over subordinates.How Leader Style Fits the SituationA leader needs to know two things in order to use Fiedlers Contingency Theory:nThe leader should know whether he/she has a relationship- or task-oriented styl
25、e.nThe leader should diagnose the situation and determine whether leader-member relations, task structure, and position power are favorable or unfavorable.nHersey and Blanchards Situational TheorySituational TheoryA contingency approach to leadership that links the leaders behavioral style with the
26、task readiness of subordinates.Four leadership styles:1.Telling style reflects a high concern for production and a low concern for people. (Directive style)2.Selling style based on a high concern for both people and production.3.Participating style based on a combination of high concern for people a
27、nd low concern for production.4.Delegating style reflects a low concern for both people and production.Low Readiness Level Telling StyleModerate Readiness Level Selling StyleHigh Readiness Level Participating Style Very High Readiness Level Delegating StyleHersey-Blanchards Situational Theory of Lea
28、dershipnPath-Goal TheorynA contingency approach to leadership specifying that the leaders responsibility is to increase subordinates motivation by clarifying the behaviors necessary for task accomplishment and rewards.This model is called a contingency theory because it consists of three sets of con
29、tingencies (leader behavior and style, situational contingencies, and the use of rewards to meet subordinates needs.)Fiedler Theory assumption would be to switch leaders as situations change. In Path-Goal Theory, leaders switch their behaviors to match the situation.Leader Roles in the Path-Goal The
30、oryFourfold classification of leader behaviors:1.Supportive leadership involves leader behavior that shows concern for subordinates well-being and personal needs. This is similar to the consideration leadership.2.Directive leadership occurs when the leader tells subordinates exactly what they are su
31、pposed to do. This is similar to the initiating-structure leadership.3.Participative leadership the leader consults with his/her subordinates about decisions.4.Achievement-oriented leadership occurs when the leader sets clear and challenging goals for subordinates.Two important situational contingen
32、cies are:1.The personal characteristics of group members.Include such factors:AbilitySkillsNeedsMotivations2.The work environment.Include such factors:Degree of task structure the extent task are well-defined and have explicit descriptions and work procedures.Nature of formal authority system the am
33、ount of legitimate power used by managers and the extent to which policies and rules constrain employees behavior.The work group the educational level of subordinates and the quality of relationships among them.Path-Goal Situations & Preferred Leader BehaviornSubstitute for Leadership The final cont
34、ingency approach suggests that situational variables can be so powerful that they actually substitute for or neutralize the need for leadership.nSubstitute a situational variable that makes a leadership style unnecessary or redundant.nNeutralizer a situational variable that counteracts a leadership
35、style and prevents the leader from displaying certain behaviors.Substitute and Neutralizers for LeadershipVariableTask-OrientedLeadershipPeople-OrientedLeadershipOrganizational variables:Group cohesivenessSubstitute forSubstitute forFormalizationSubstitute forNo effect onInflexibilityNeutralizesNo e
36、ffect onLow positional powerNeutralizesNeutralizesPhysical separationNeutralizesNeutralizesTask characteristics:Highly structured taskSubstitute forNo effect onAutomatic feedbackSubstitute forNo effect onIntrinsic satisfactionNo effect onSubstitute forGroup characteristics:Professionalism Substitute
37、 forSubstitute forTraining/experienceSubstitute forNo effect onChange LeadershipnTransactional LeadernLeader who clarifies the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate to and meet the social needs of subordinates.nCharisma
38、tic LeadernLeader who has the ability to motivate subordinates to transcend their expected performance.Impact of charismatic leaders is normally from:1.Stating a lofty vision of an imagined future that employees identify with.Vision an attractive, ideal future that is credible yet not readily attain
39、able.2.Shaping a corporate value system for which everyone stands.3.Trusting subordinates and earning their complete trust in return.nCharismatic leaders tend to be less predictable than transactional leaders. They create an atmosphere of change , and they may be obsessed by visionary ideas that exc
40、ite, stimulate, and drive other people to work hard.nTransformational LeadernA leader distinguished by a special ability to bring about innovation and change by recognizing followers needs and concerns, helping them look at old problems in new ways, and encouraging them to question the status quo.Le
41、ading the New WorkplaceFour areas of particular interest for leadership in the new workplace are a new concept referred to as:nLevel 5 leadershipnWomens ways of leadingnVirtual leadershipnServant leadershipLevel 2: Contributing Team MemberContributes to the achievement of team goals; works effective
42、ly with others in a group.Level 1: Highly Capable IndividualProductive contributor; offers talent, knowledge, skills, and good work habits as an individual employee.Level 3: Competent ManagerSets plans and organizes people for the efficient and effective pursuit of objectives.Level 4: The Effective
43、ExecutiveBuilds widespread commitment to a clear and compelling vision; stimulates people to high performance.Level 5: The Level 5 LeaderBuilds an enduring great organization through a combination of personal humility and professional resolve.The Level 5 Leadership HierarchyLeading the New Workplace
44、Four areas of particular interest for leadership in the new workplace are a new concept referred to as:nLevel 5 leadershipnWomens ways of leadingnVirtual leadershipnServant leadershipRecent research indicates that womens style of leadership is particularly suited to todays organizations.Female manag
45、ers score significantly higher than men on abilities such as motivating others, fostering communication, and listening.nInteractive leadershipnA leadership style characterized by values such as inclusion, collaboration, relationship building, and caring.Leading the New WorkplaceFour areas of particu
46、lar interest for leadership in the new workplace are a new concept referred to as:nLevel 5 leadershipnWomens ways of leadingnVirtual leadershipnServant leadershipPeople who excel as virtual leaders tend to be open-minded and flexible, exhibit positive attitudes that focus on solutions rather than pr
47、oblems, and have superb communication, coaching, and relationship-building skills.Essentials in virtual environment:Building trustMaintaining open lines of communicationCaring about peopleBeing open to subtle cues from othersLeading the New WorkplaceFour areas of particular interest for leadership i
48、n the new workplace are a new concept referred to as:nLevel 5 leadershipnWomens ways of leadingnVirtual leadershipnServant leadershipServant leadership, first described by Robert Greenleaf, is leadership upside down because leaders transcend self-interest to serve others and the organization.nServant leadernA leader who works to fulfill subordinates needs and goals as well as to achieve the organizations larger mission.ENDnQuestions?nSuggestions?nClarifications?nViolent reactions?nEverythings clear?HAVE A GOOD DAY!
