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1、PowerPoint Presentation by Charlie CookCopyright 2005 South-Western.All rights reserved.,Chapter 11,Leadership inOrganizations,Copyright 2005 South-Western.All rights reserved.,112,Learning ObjectivesAfter reading and studying this chapter and doing the exercises,you should be able to:,Differentiate
2、 between leadership and management.Describe key leadership traits,styles,and behaviors.Explain the basics of four different contingency theories of leadership.Present an overview of transformational and charismatic leadership.Explain how 360-degree feedback is used to improve leadership effectivenes
3、s.Identify forces that can sometimes decrease the importance of leadership.,Copyright 2005 South-Western.All rights reserved.,113,The Nature of Leadership,LeadershipIs defined as the ability inspire confidence and support among the people on whose competence and commitment performance depends.Involv
4、es influencing others to achieve objectives important to them and the organization.Contributes to organizational effectiveness through the use of desirable personal attributes to achieve good results.Effective Leadership=Attributes x Results,Copyright 2005 South-Western.All rights reserved.,114,Lead
5、ers versus Managers,EXHIBIT 11-1,Source:Genevieve Capowski,“Anatomy of a Leader:Where Are the Leaders of Tomorrow?”Management Review(March 1994):12.Copyright 1994 American Management Association International.Reprinted by permission of American Management Association International,New York,NY.All ri
6、ghts reserved.http:/www.amanet.org.,Copyright 2005 South-Western.All rights reserved.,115,Leadership Traits and Characteristics,Cognitive skillsMental abilities and knowledgeProblem-solving skillsImagination,creativity,and a willingness to experimentTechnical and profession competence(knowledge of t
7、he business),Personality traitsEnthusiasmSelf-awarenessSelf-confidenceTrustworthinessEmotional intelligenceNeeds for power and achievementA sense of humor,Copyright 2005 South-Western.All rights reserved.,116,Leadership Styles and Behavior,Behavioral approach to leadershipAttempts to specify how the
8、 behaviors of effective leaders differs from less-effective leaders.Assumes that leaders are relatively consistent in how they attempt to influence group members.Key concept is“leadership style”the consistent pattern of behavior that characterizes a leader.Recognizes that some leaders modify their l
9、eadership style as the situation requires.,Copyright 2005 South-Western.All rights reserved.,117,Studies on Leadership Dimensions,Ohio State UniversityInitiating structureThe degree to which the leader establishes structure for group members:assigning task,specifying procedures,scheduling work,and c
10、larifying expectations.ConsiderationThe degree to which the leader creates an environment of emotion support,warmth,friendliness,and trust.,Copyright 2005 South-Western.All rights reserved.,118,Leadership Dimensions(contd),Ohio State UniversityResearch findings:High consideration in leaders was asso
11、ciated with low turnover and high job satisfaction.Leaders high on initiating structure were rated highly by their superiors and had higher-producing work groups.,Copyright 2005 South-Western.All rights reserved.,119,Leadership Styles Based on a Combination of Initiating Structure and Consideration,
12、EXHIBIT 11-2,Copyright 2005 South-Western.All rights reserved.,1110,Studies on Leadership Dimensions(contd),University of MichiganProduction-centered managersSet tight work standards,organized tasks carefully,prescribed work methods,and supervised closely.Employee-centered managersEncouraged partici
13、pative goal setting and decision-making,fostered high performance by engendering trust and mutual respect.,Copyright 2005 South-Western.All rights reserved.,1111,Studies on Leadership Dimensions,University of MichiganResearch findings:Employee-centered managers had the most productive work groups.Th
14、e most effective leaders had supportive relationships with employees,used group decision making and encouraged employee goal setting.,Copyright 2005 South-Western.All rights reserved.,1112,Managing Polarities,Peter Koestenbaum on leadershipThe central attribute of leadership is the ability to manage
15、 polarity extremes of positions and interests.,Copyright 2005 South-Western.All rights reserved.,1113,The Leadership Grid,The Leadership GridDescribes leadership style as concerns(attitudes)rather than actual behavior.Concern for production includes results,bottom-line performance,profits,and missio
16、n.Concern for people includes group members and coworkers.Assumes that opportunistic leaders shift to any Grid style to achieve personal gain and self-promotion.Best style is team managementat 9,9 on the Grid(high concern for both production and people).,Copyright 2005 South-Western.All rights reser
17、ved.,1114,The LeadershipGrid Figure*,2,3,4,8,5,6,7,9,*Formerly the Managerial Grid by Robert R.Blake and Jane S.Mouton.,Source:Robert R.Blake and Anne Adams McCarse,Leadership DukennasGrid Solutions,Houston:Gulf Publishing Company,Grid figure:p.29,Paternalism/Materialism figure:p.30,Opportunism figu
18、re:p.31.Copyright 1991 by Scientific Methods,Inc.Reproduced by permission of the owners.,Copyright 2005 South-Western.All rights reserved.,1115,The Leadership Grid Figure*,*Formerly the Managerial Grid by Robert R.Blake and Jane S.Mouton.,Source:Robert R.Blake and Anne Adams McCarse,Leadership Duken
19、nasGrid Solutions,Houston:Gulf Publishing Company,Grid figure:p.29,Paternalism/Materialism figure:p.30,Opportunism figure:p.31.Copyright 1991 by Scientific Methods,Inc.Reproduced by permission of the owners.,Copyright 2005 South-Western.All rights reserved.,1116,The Leader-Member Exchange Model(LMX)
20、(contd),Leaders do not relate to each group member in the same manner.Leaders develop unique working relationships with each group member.In-groups are given additional rewards,responsibilities,and trust in exchange for their loyalty and performance.Out-groups have a more formal(traditional)superior
21、-subordinate relationship with the leader.,Copyright 2005 South-Western.All rights reserved.,1117,The Leader-Member Exchange Model(LMX)(contd),Leaders do not relate to each group member in the same manner.Research findings:In-group membership is beneficial to its members.High-quality leader-member e
22、xchanges improve delegation.Supervisors are not overly influenced by the exchanges.,Copyright 2005 South-Western.All rights reserved.,1118,Contingency Theories of Leadership,Contingency(Situational)leadershipAttempts to specify the conditions under which various leadership styles would lead to the b
23、est results.Assumes the best style of leadership depends on:The leaders relations with subordinatesCharacteristics of the subordinatesFactors in the work setting.,Copyright 2005 South-Western.All rights reserved.,1119,Contingency Theories(contd),Fiedlers Contingency Theory of LeadershipAssumes the b
24、est style of leadership is determined by the leaders work situation.Uses the least-preferred coworker(LPC)scale to measure the leaders style.Measures a managers relationship to a referent(least-preferred)coworker.Positive LPC descriptions indicate relationship-oriented management styles.Negative LPC
25、 descriptions indicate task-oriented management styles.,Copyright 2005 South-Western.All rights reserved.,1120,Contingency Theories(contd),Fiedlers Contingency Theory of LeadershipSituational controlThe degree to which the leader can control and influence the outcomes of group effort.Measurements of
26、 situational control are based on:Leader-member relations(good to bad)Task structure(well to ill-defined)Position power(the leaders ability to reward and control),Copyright 2005 South-Western.All rights reserved.,1121,Summary of Findings from Fiedlers Contingency Theory,EXHIBIT 11-3,Copyright 2005 S
27、outh-Western.All rights reserved.,1122,Implications of Fielders theory:,Leader effectiveness can be increased by:Improving relationships with group members.Enhancing task structure by providing more guidelines and instructions.Requesting more position power from the organization.,Copyright 2005 Sout
28、h-Western.All rights reserved.,1123,Contingency Theories(contd),The Path-Goal Theory of LeadershipSpecifies what a leader must do to achieve high morale and productivity in a given situation.Focuses on helping employees find the right path to goal attainment.Assumes that the leader will choose the r
29、ight leadership style to match the contingencies of a particular situation.Is based on expectancy theory(motivation,satisfaction,and performance).,Copyright 2005 South-Western.All rights reserved.,1124,Path-Goal Theory(contd),Leadership styles to meet situational demands:Directive:initiating structu
30、re,setting guidelines on standards,and conveying expectations.Supportive leadership:showing concern for the well-being of group members and developing mutually satisfying relationships.Participation:consulting with group members and then using this input for decision making.Achievement-oriented lead
31、ership:setting challenging goals,promoting work improvement,setting high expectations,and expecting group members to assume responsibility.,Copyright 2005 South-Western.All rights reserved.,1125,The PathGoal Theory of Leadership,EXHIBIT 11-4,Copyright 2005 South-Western.All rights reserved.,1126,Con
32、tingency Relationships in PathGoal Leadership,EXHIBIT 11-5,Leadership Style Situation in which Appropriate Directive Positively affects satisfaction and expectancies of subordinates working on ambiguous tasks.Negatively affects satisfaction and expectancies of subordinates working on clearly defined
33、 tasks.Supportive Positively affects satisfaction of subordinates working on dissatisfying,stressful,or frustrating tasks.ParticipativePositively affects satisfaction of subordinates who are ego-involved with nonrepetitive tasks.Achievement-oriented Positively affects confidence that effort will lea
34、d to effective performance of subordinates working on ambiguous and nonrepetitive tasks.,Copyright 2005 South-Western.All rights reserved.,1127,Contingency Theories(contd),The Situational Leadership ModelExplains how a leader chooses a leadership style that is appropriate to the readiness of group m
35、embers.Readiness:the extent to which a group member has the ability and willingness or confidence to accomplish a task.As the readiness of group members increases,a leader should rely more on relationship-related leadership behaviors and less on task-related leadership behaviors.,Copyright 2005 Sout
36、h-Western.All rights reserved.,1128,Contingency Theories(contd),The Normative Decision Model(formerly the Leader-Participation Model)Leadership is a decision-making process in which the leader examines the situation and chooses the most effective decision-making style for the situation.,Copyright 20
37、05 South-Western.All rights reserved.,1129,The Normative Decision Model,Five styles of decision-making:Decide(manager alone)Consult(members individually)Consult(group advises)Facilitate(decide together)Delegate(group decides),Copyright 2005 South-Western.All rights reserved.,1130,The Normative Decis
38、ion Model,For time-driven group problems,the decision-making style chosen depends on:Decision significance to the success of the project.Importance of commitment of team members.Leaders expertise in relation to the problem.Likelihood of commitment by team to a solo decision.Group support(team)for th
39、e organizations objectives.Team competence in working together to solve the problem.,Copyright 2005 South-Western.All rights reserved.,1131,The Time-Driven Model,EXHIBIT 11-7,Source:Victor H.Vrooms Time-Driven Model reproduced from A Model of Leadership Style,copyright 1998.,Copyright 2005 South-Wes
40、tern.All rights reserved.,1132,Transformational Leadership,Transformational leaderHelps organizations and people make positive changes in the way they conduct their activities.Is closely linked to strategic leadership.Is involved in sweeping positive changes.,Copyright 2005 South-Western.All rights
41、reserved.,1133,Transformational Leadership(contd),Transformations:Raising peoples level of consciousness.Getting people to transcend their self-interests.Focusing people on the quest for self-fulfillment.Helping to develop a long-range perspective.Helping people understand the need for change.Invest
42、ing managers with a sense of urgency.Committing to greatness.,Copyright 2005 South-Western.All rights reserved.,1134,Dimensions and Corresponding Behaviors of Transformational Leadership,Vision:Communicates a clear and positive vision of the futureStaff Development:Treats staff as individuals;suppor
43、ts and encourages their developmentSupportive leadership:Gives encouragement and recognition to staffEmpowerment:Fosters trust,involvement,and cooperation among team members,Innovative Thinking:Encourages thinking about problems in new ways and questions assumptionsLead by Example:Is clear about his
44、 or her values,and practices what he or she preachesCharisma:Instills pride and respect in others and inspires me by being highly competent,EXHIBIT 11-8,Source:Sally A.Carless,Alexander J.Wearing,and Leon Mann,“A Short Measure of Transformational Leadership,”Journal of Business and Psychology,Spring
45、 2000,p.396.,Copyright 2005 South-Western.All rights reserved.,1135,Charismatic Leadership,CharismaThe ability to lead others based on personal charm,magnetism,inspiration,and emotion.Charisma is in the eyes of the beholder.Key characteristics of charismatics:They have vision.They are masterful comm
46、unicators.They inspire trust.They are energetic.They manage their impressions.,Copyright 2005 South-Western.All rights reserved.,1136,360-Degree Feedback for Improving Leadership Effectiveness,360-Degree feedbackIs a formal evaluation system for use in improving leadership effectiveness.Input is in
47、the form of a 360-degree survey of people who work for and with the supervisor.Self-ratings are compared to ratings of others.Differences in the two ratings indicate performance area opportunities for improvement.,Copyright 2005 South-Western.All rights reserved.,1137,Substitutes for Leadership,Lead
48、ership may unnecessary,detrimental or of no consequence in certain circumstances.Substitutes for Leadership:Group member characteristicsHighly capable persons or groups(followers)can function with less leadership.Effective followers are self-managers,are committed,have competence and focus,and posse
49、ss courage.,Copyright 2005 South-Western.All rights reserved.,1138,Substitutes for Leadership(contd),Substitutes for leadership:Task CharacteristicsHighly standardized tasks that provide feedback and are intrinsically satisfying can substitute for leadership.Organizational factorsExplicit plans with
50、 well-defined goals that are carried out by cohesive groups reduce the need for leadership.,Copyright 2005 South-Western.All rights reserved.,1139,Review:Approaches to Leadership,Developing the right traitsInitiating structure and consideration dimensions of leadershipThe Leadership GridThe leaderme
