Leadership

2000-1 王青 - 管理学院 - 上海交通大学 7-1

77LeadershipLeadership

1 Leadership

2 Sources of power

3 Leadership Theory

4 Two points


LeadershipLeadership Leadership is the process where a

person exerts influence over others and inspires, motivates and directs their activities to achieve goals.

Leader: The person exerting the influence.


Sources of PowerSources of Power

RewardPowerPower

RewardPowerPower

LegitimatePowerPower

LegitimatePowerPower

CoercivePowerPower

CoercivePowerPower

ExpertPowerPower

ExpertPowerPower Referent

PowerPower

ReferentPowerPower

Enable managers to beEnable managers to beleaders & influenceleaders & influence

subordinates to subordinates to achieve goalsachieve goals

Enable managers to beEnable managers to beleaders & influenceleaders & influence

subordinates to subordinates to achieve goalsachieve goals


Legitimate PowerLegitimate PowerLegitimate Power: manager’s

authority resulting by their management position in the firm.Can be power to hire/fire workers,

assign work.


Reward Power: based on the manager’s ability to give or withhold rewards.

Pay raises, bonuses, verbal praise.

Reward PowerReward Power


Coercive PowerCoercive PowerCoercive Power: based in ability to

punish others.Ranges from verbal reprimand

to pay cuts to firing.Can have serious negative side

effects.


Expert Power: based on special skills of leader.

First & middle managers have most expert power.

Often found in technical ability.

Expert PowerExpert Power


Referent Power: results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration.

Usually held by likable managers who are concerned about their workers.

Referent PowerReferent Power


Leadership TheoriesLeadership Theories– Trait Model: sought to identify personal characteristics responsible for effective leadership.–Behavioral Model: Identifies types of effective managerial behavior.–Contingency Model: Leadership effectiveness depend on the situation


Theories isolating characteristics that differentiate leaders from non-leaders.

This theory is only useful to select leaders, because:– Many “traits” are the result of skills and

knowledge.– Not all effective leaders possess all these

traits.

Trait TheoriesTrait Theories


Trait of Manager

Drive Desire to leadHonesty and integritySelf-confidenceIntelligence Job-relevant knowledge.


Behavioral Theories

Theories identifying behaviors that differentiate effective from ineffective leaders.

One behavioral theory:

The Managerial Grid


The Managerial GridTwo types of leading styles Concern of Production Concern of PeopleFive key positions: Impoverished 贫乏型管理 Task 任务型管理 Country club 乡村俱乐部型 Middle of the road 中庸之道型 Team 团队型管理


Grid


The Managerial Grid

Conclusion : Managers perform best using a 9.9 style.

Unfortunately the grid offers no answers to how makes a manager an effective leader.


Contingency Theories Out coming the idea: Leadership effectiveness depended on the situation and try to isolate those situational conditions

Consider that the leader’s styles still cannot be changed . Fiedler contingency theory Path-goal theory


Fiedler Contingency Model

One presume :the leader cannot change his leading style

Two Leader’s types distinct by PLC scale:

Task-oriented

Relation-oriented


PLC questionnaire Think of all the co-worker they have ever had and to describe the one person they least enjoyed working with ,then identify the leadership style.

pleasant —— 8 7 6 5 4 3 2 1 —— unpleasant

friendly —— 8 7 6 5 4 3 2 1 —— unfriendly

helpful —— 8 7 6 5 4 3 2 1 —— frustrating

cooperative —— 8 7 6 5 4 3 2 1 —— uncooperative

self-assured —— 8 7 6 5 4 3 2 1 —— hesitant

efficient —— 8 7 6 5 4 3 2 1 —— inefficient

open —— 8 7 6 5 4 3 2 1 —— guarded


Three Factors involve in situation determination:

Leader-member Relations

Task Structure

Position Power

Fiedler Contingency Model


菲德勒匹配


The leader’s job is assist his followers in attaining their goals and to provide the necessary direction or support to ensure that their goals are compatible with the overall objectives of the group or organization.

Path-Goal TheoryPath-Goal Theory


Presume that manager can change their leader’s style when it is need.

Steps to Path-Goal Determine the outcomes. Reward subordinates. Clarify the paths.

Path-Goal Theory Path-Goal Theory


Path-Goal chart


Motivating with Path-goal Motivating with Path-goal

Path-goal identifies four behaviors leaders can use:1) Directive behaviors:2) Supportive behavior: 3) Participative behavior: 4) Achievement-oriented behavior:

Which behavior should be used depends on the worker and the tasks.


EmpowermentEmpowerment

Process of giving workers at all levels authority to make decisions and the responsibility for their outcomes.

Empowerment helps managers:

Get workers involved in the decisions.


Gender and LeadershipGender and LeadershipStereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.

New research indicates that actually there is no gender-based difference in leadership effectiveness.

However, women are seen to be more participative than men.

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Leadership