Management Chapter 15 Leadership

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Objectives

1. A working definition of leadership

2. An understanding of the relationship between leading and managing

3. An appreciation for the trait and situational approaches to leadership

4. Insights into using leadership theories that emphasize decisionmaking

situations

5. Insights into using leadership theories that emphasize more general

organizational situations

6. An understanding of alternatives to leader flexibility

7. An appreciation of emerging leadership styles and leadership issues of

today


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Defining Leadership

Leader Versus Manager

ManagingBroader in scope

Focuses on nonbehavioral issues

LeadingEmphasizes behavioral issues


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Defining Leadership


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The Trait Approach to Leadership

Successful leaders tend to possess:

1. Intelligence, including judgment and verbal ability2. Past achievement in scholarship and athletics

3. Emotional maturity and stability

4. Dependability, persistence, and a drive for continuing achievement

5. The skill to participate socially and adapt to various groups

6. A desire for status and socioeconomic position


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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership Situations and Decisions

The Tannenbaum and Schmidt Leadership ContinuumThe manager:

1. Makes the decision and announces it

2. Sells the decision

3. Presents ideas and invites questions

4. Presents a tentative decision that is subject to change

5. Presents the problem, gets suggestions, and then makes the decision

6. Defines the limits and asks the group to make a decision

7. Permits the group to make decisions within prescribed limits


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Leadership Situations and Decisions (continued)

Determining How to Make Decisions as a Leader1. Forces in the Manager

Managers values

Level of confidence in subordinates

Personal leadership strengths

Tolerance for ambiguity





Determining How to Make Decisions as a Leader (continued)2. Forces in Subordinates

They have a relatively high need for independence

They have a readiness to assume responsibility for decision making

They have a relatively high tolerance for ambiguity

They are interested in the problem and believe it is important to solve it

They understand and identify with the organizations goals.

They have necessary knowledge and experience to deal with problem

They have learned to expect to share in decision making


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Determining How to Make Decisions as a Leader (continued)3. Forces in the Situation

Type of organization in which the leader works

Effectiveness of a group

Problem to be solved

Time available to make a decision


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Determining How to Make Decisions as a Leader: An UpdateThe Vroom-Yetton-Jago Model

1. Organizational decisions should be of high quality

2. Subordinates should accept and be committed decisions

Decision Styles

Using the Model


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Leadership Behaviors

The OSU Studies

Structure behavior

Consideration behavior

Leadership Style

The Michigan Studies

Job-Centered Behavior

Employee-Centered Behavior


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Leadership Behaviors (continued)

Effectiveness of Various Leadership Styles

Comparing Styles

The HerseyBlanchard Life Cycle Theory of Leadership

Maturity The Life Cycle Model

Exceptions to the Model

Applying Life Cycle Theory

S


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Th Sit ti l A h t L d hi A F L d B h i


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Fiedlers Contingency Theory

Changing the Organization to Fit the Leader

Leadermember relations

Task structure

Position power

Actions to modify the leadership situation:

1. Change the individuals task assignment

2. Change the leaders position power

3. Change the leadermember relations in this group



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The PathGoal Theory of Leadership

Leadership Behavior

1. Directive behavior

2. Supportive behavior

3. Participative behavior

4. Achievement behavior

Adapting Behavior to Situations

L d hi T d


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Leadership Today

Leadership Toda


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Leadership Today

Transformational Leadership

The Tasks of Transformational Leaders

Coaching

Coaching Behavior

Listens closely Gives emotional support

Shows by example what constitutes appropriate behavior

Superleadership

Leading by showing others how to lead themselves

Leadership Today


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Leadership Today

Leadership Today


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Leadership Today

Servant Leadership

Servant leaders are . . .

. . . good listeners.

. . . persuasive.

. . . aware of their surroundings.

. . . empathetic.

. . . stewards.

Entrepreneurial Leadership

Leader is self-employed

Leadership Today


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Leadership Today


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Questions

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Management Chapter 15 Leadership