Topic 9 (Chapter 16)

Management
Fourteenth Edition, Global Edition
Chapter 16
Leadership
(Leading)
Copyright © Copyright
2018 Pearson
© 2018
Education,
PearsonLtd.
Education,
All Rights
Ltd.
Reserved
All Rights Reserved
Learning Objectives
16.1 Define leader & leadership.
16.2 Compare & contrast early theories of
leadership.
16.3 Describe the contingency theories of
leadership.
16.4 Discuss contemporary issues affecting
leadership.
16.5 Describe 21st century views of leadership.
“ What is an effective leader? ”

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Leaders & Leadership
Leader
= A person
= Someone who can influence others & who has
managerial authority
Leadership
= What leaders do
= The process of influencing a group to achieve
goals

Early Leadership Theories
A) Leadership Traits
 This theory focused on the leader.
B) Leadership Behaviors
 This theory focused on the interactions
between leader & his members.

(A) Leadership Traits
 The earliest research tried to identify a set of
personal traits of leaders but failed.
 Personal traits = Personal characteristics
(e.g.: physical stature, appearance, social
class, emotional stability, speech fluency,
sociability)
 Later research successfully identified the

leadership traits of leaders.
 Leadership traits = Characteristics of the
leading process.
8 Leadership Traits
Trait Description
Drive  High effort level; high desire for achievement
 Ambitious & show initiative
 Tirelessly persistent in their activities
Desire to  Strong desire to influence & lead others
lead  Willing to take responsibility
Honesty Build trusting relationships with followers by:
&  being truthful
integrity  showing high consistency between word &
deed
Self- Convince followers that their goals & decisions
confidence are right by:
 Absence of self-doubt
 Showing self-confidence
8 Leadership Traits
Trait Description
Intelligence  Intelligent to gather/synthesize/interpret
information
 Able to create visions, solve problems, &
make correct decisions.
Job-relevant  High degree of knowledge about the
knowledge company/industry/ technical matters
 Use knowledge to make well-informed
decisions & to understand the implications of
those decisions.
Extraversion  Energetic & lively
(Extrovert)  Sociable, assertive, & rarely silent or
withdrawn.
Proneness to  Experience negative feeling about personal
guilt wrongdoing & wrongdoing of his followers.
(B) Leadership Behaviors
i) University of Iowa studies
ii) Ohio State studies
iii) University of Michigan studies
iv) Managerial Grid

(i) University of Iowa Studies
 Autocratic style = A leader who dictates
work methods, makes unilateral decisions,
& limits employee participation
 Democratic style = A leader who involves
employees in decision-making, delegates
authority, & uses feedback to coach
employees
 Laissez-faire style = A leader who lets the
group make decisions & complete the work in
whatever way it sees fit
(ii) Ohio State Studies
 Initiating structure = A leader defines his role &
the roles of group members in attaining goals (i.e.
he tries to organize work & work relationships to
meet goals)
 Consideration = A leader with mutual trust with
his group members & respect their ideas &
feelings (i.e. he is friendly, approachable, fair &
helps members with personal problems)
 High–high leader = A leader high in both
initiating structure & consideration behaviors
(iii) University of Michigan Studies
 Employee oriented = A leader who

emphasizes interpersonal relationships
 Production oriented = A leader who

emphasizes task aspects of the job

(iv) The Managerial Grid
Managerial grid = A 2-dimensional grid for
appraising leadership styles

(B) Leadership Behaviors
Study Conclusion
i) University Democratic style of leadership was
of Iowa most effective, although later studies
showed mixed results between
democratic & autocratic styles
ii) Ohio State High-high leaders achieved high
subordinate performance &
satisfaction, but not in all situations.
iii) University Employee-oriented leaders were
of Michigan associated with high group productivity
& higher job satisfaction.
iv) Managerial Leaders performed best with team
Grid management.
Contingency Leadership Theories
Contingency theories:
 Focus on situational influences on
leadership styles
 Try to answer the “if-then” contingencies
(If this is the situation, then what is the best
leadership style to use?)
A) Fiedler’s Contingency Model
B) Hersey & Blanchard’s
Situational Leadership Theory
C) Path-Goal Model
(A) Fiedler’s Contingency Model
This theory proposed that effective group
performance depends on the proper match
between leadership style & the degree the leader
can control & influence the situation.
Leadership
Style
Group
Performance
Situation
Leadership
Relationship oriented Style
OR
Group
Task oriented Performance
Measured using Situation

“least-preferred
coworker” (LPC)
questionnaire.
Influenced by these factors:
 Leader-member
relationship
 Task structure
 Position power
Leadership style:
 If a leader describes the least-preferred worker
using positive adjectives
→ The leadership style is relationship oriented.
 If a leader describes the least-preferred worker

using negative adjectives
→ The leadership style is task oriented.
* Some leaders might fall between these 2 orientations.

** Leadership style is fixed.

Situational factors:
 Leader–member relations = The degree of
confidence, trust & respect employees have for
their leader (either good or poor).
 Task structure = The degree to which
job assignments are formalized & structured
(either high or low).
 Position power = The degree of influence a
leader has over hiring, firing, discipline,
promotion, salary increases (either strong or
weak).

(B) Hersey & Blanchard’s
Situational Leadership Theory (SLT)
 This theory focuses on followers’

readiness.
 Readiness = The extent to which a follower

has the ability & willingness to accomplish a
specific task.

Leadership styles:


(C) Path-Goal Model
 This theory that says the leader’s job is to
assist followers in attaining their goals & to
provide direction or support needed to ensure
that their goals are compatible with the goals
of the group or organization.
 “Path-goal” → Effective leaders should
remove the roadblocks & pitfalls so that
followers have a clearer path to achieve goals.
* Leadership style is flexible.
** May display any or all leadership styles.
(C) Path-Goal Model

(C) Path-Goal Model
Leadership styles:

(C) Path-Goal Model
Situational Factors:

(C) Path-Goal Model

Contemporary Leadership Theories
A) Leader-Member Exchange (LMX)

theory
B) Transformational-Transactional
Leadership
C) Charismatic-Visionary Leadership
D) Authentic Leadership
E) Ethical Leadership
F) Team Leadership

(A) Leader-Member Exchange
(LMX) theory
 This theory says leaders create “in-groups” &
“out-groups”.
 Leaders implicitly categorize a follower as an “in”
or an “out”.
 Leaders reward followers in the “in-group”
because they are expected to perform best.
 Followers in the “in-group” will have higher
performance ratings, less turnover, & greater job
satisfaction.

(B) Transformational-Transactional
Leadership
 Earlier leaders are viewed as transactional leaders
who lead primarily by using social exchanges/
transactions. They guide/motivate followers to achieve
goals by exchanging rewards for their productivity.
 Later, transformational leadership developed from
transactional leadership.
 Transformational leaders stimulate & inspire
(i.e. transform) followers to achieve extraordinary
outcomes. They are more than charismatic because
followers are able to question leaders’ views.
(C) Charismatic-Visionary Leadership
Charismatic leader = Enthusiastic, self-confident
leaders whose personality & actions influence people
to behave in certain ways.
 Have a vision
 Able to articulate vision
 Willing to take risk to achieve vision
 Sensitive to environmental constraints & follower
needs
 Extraordinary behaviors
Visionary leader = Leaders who are able to create
& articulate a realistic, credible & attractive vision of
the future that improves upon the present situation.
(D) Authentic Leadership
Authentic leaders who know who they are, know
what they believe in, & act on those values/beliefs
openly & candidly.
(E) Ethical Leadership

Ethical leaders put public safety ahead of profits,
hold blameworthy employees accountable, &
creates a culture in which employees feel that they
could & should do a better job.

(F) Team Leadership
 Team leaders are facilitators.
 They facilitate team process (e.g.: share info &

communicate with members, coach/train
members, handle disciplinary problems, review
performance, etc.)
 They also manage team’s external boundary

(i.e. know when to give up authority & when to
get involved)

(F) Team Leadership
4 specific roles of team leaders.

Managing Power
i. Legitimate power = The power a leader has
as a result of his position in the organization.
ii. Coercive power = The power a leader has to

punish or control. (Followers react to this power
out of fear of the negative results)
iii. Reward power = The power a leader has to

give positive rewards. (Followers react to this
power because they want get the positive
results)
Managing Power
iv. Expert power = The power a leader has

because of his expertise, special skills, or
knowledge that is critical to his followers.
v. Referent power = The power a leader has

because of his desirable resources or personal
traits. (Followers react to this power out of
admiration & their desire to be like the leader)

Self Reading Topics
1) Developing Trust
2) Empowering Employees
3) Leading Across Cultures
4) Becoming an Effective Leader

Developing Trust
Credibility = The degree to which followers perceive
someone as honest, competent, & able to inspire.
Trust = The belief in the integrity, character, & ability

of a leader.
5 dimensions of trust:
 Integrity
 Competence
 Consistency
 Loyalty
 Openness
Empowering Employees
Empowerment involves increasing the
decision-making discretion of workers.
Millions of individual employees &
employee teams are making the key
operating decisions that directly affect their
work.

Leading Across Cultures
 Effective leaders do not use a single style.

They adjust their style to the situation.
 National culture is certainly an important

situational variable in determining which
leadership style will be most effective.

Becoming an Effective Leader
 Leader training
 Substitutes for leadership

Topic 9 (Chapter 16)

Enviado por

Dados do documento

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Topic 9 (Chapter 16)

Enviado por

Direitos autorais:

Formatos disponíveis

Management

Fourteenth Edition, Global Edition

“ What is an effective leader? ”

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

 Later research successfully identified the

i) University of Iowa studies

ii) Ohio State studies

iii) University of Michigan studies

iv) Managerial Grid

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

 Employee oriented = A leader who

 Production oriented = A leader who

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Measured using Situation

 If a leader describes the least-preferred worker

* Some leaders might fall between these 2 orientations.

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

 This theory focuses on followers’

 Readiness = The extent to which a follower

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

A) Leader-Member Exchange (LMX)

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

(E) Ethical Leadership

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

 They facilitate team process (e.g.: share info &

 They also manage team’s external boundary

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

ii. Coercive power = The power a leader has to

iii. Reward power = The power a leader has to

iv. Expert power = The power a leader has

v. Referent power = The power a leader has

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Trust = The belief in the integrity, character, & ability

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

 Effective leaders do not use a single style.

 National culture is certainly an important

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Você também pode gostar