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Schermerhorn - Chapter 11 1
Chapter 11Leading -- To Inspire Effort
Leadership is one of the 4 Processes/Functions of Management
Planning Ahead– What is leadership?
– What are the important leadership models and theories?
– What are current directions in leadership development?
– What are the leadership “anchors” for dynamic times?
Schermerhorn - Chapter 11 2
What is Leadership?
Leadership and Vision– Leadership
• process of inspiring others to work hard to accomplish important organizational tasks
– Visionary Leadership• someone who manages with a clear sense of the
future
Schermerhorn - Chapter 11 3
What is Leadership?
Meeting the challenges of visionary leadership:– Challenge the process (TQM and Six Sigma, and
Lean Processes constantly challenge how we perform work processes.)
– Show enthusiasm
– Help others to act (Cultures that encourage supporting of coworkers help others to act.)
– Set the example
– Celebrate achievements (another cultural component)
Schermerhorn - Chapter 11 4
Leadership is process of inspiring others to work hard to accomplish important organizational tasks.
Leadership and Power– Power is one way you could
get others to work hard for an organization
– Power is ability to get someone else to do what you want them to do. Use of power is sometimes not inspiring.
Schermerhorn - Chapter 11 5
Types of Position Power
Position Power– Reward
• influence through rewards
– Coercive• influence through
punishment
– Legitimate• influence through authority
When a candidate gets elected they get legitimate power
Schermerhorn - Chapter 11 6
Types of Personal Power
Personal Power– Expert
• influence through special expertise
– Referent• influence through
identification
Schermerhorn - Chapter 11 7
The types of power that are likely to inspire workers to accomplish organizational goals are: Legitimate power Referent power Expert poser
Schermerhorn - Chapter 11 8
Empowering people will help to make them leaders in the future. Leadership and Empowerment
– Empowerment• when employees feel powerful they are more
willing to make decisions and take action• process through which mangers enable and
help others to gain power and achieve influence within the organization.
• And therefore willing work towards the organization’s goals
Schermerhorn - Chapter 11 9
How Leaders can Empower Others
– Involve others in selecting their work assignments and tasks
– Create an environment of cooperation, information sharing, discussions, and shared ownership of goals.
– Encourage others to take initiative, make decisions, and use their knowledge.
– Find out what others think and let them help design solutions.
– Give others the freedom to put their ideas and solutions into practice.
– Recognize successes and encourage high performance.
Schermerhorn - Chapter 11 10
Leadership Models and Theories
1st model -- Leadership Traits – Managers wanted to find leadership traits and once they did, they could check potential managers for these traits and hire those who had traits.– desire to lead
– motivation
– honesty and integrity
– self-confidence
– intelligence and knowledge
– flexibility
Schermerhorn - Chapter 11 11
A 2nd approach to leadership has to do with how people act. Do they focus more on the task or more on concern for workers.
Job-centered (task) type of leader.– plans and defines work
to be done• assigns task
responsibilities• sets clear work
standards• urges task completion• monitors results
Schermerhorn - Chapter 11 12
Focus on Leadership Behaviors
– People Concerns Focus
– acts warm and supportive
• develops social rapport with workers
• respects their feelings
• sensitive to their needs
• shows trust in them
Schermerhorn - Chapter 11 13
Leadership Models and Theories
3rd Leadership theory is Fiedler’s Contingency Model– good leadership
depends on a match between leadership and situational demands
• least-preferred coworker scale (LPC)
Schermerhorn - Chapter 11 14
Leadership Models and Theories
Fiedler’s Contingency Model– Diagnosing situational control
• leader-member relations (good or poor)
• degree of task structure (high or low)
• amount of position (strong or weak)
Schermerhorn - Chapter 11 15
Leadership Models and Theories
Fiedler’s Contingency Model– Matching leadership style and situation
• task oriented leader is most successful– very favorable (high control)
– very unfavorable (low control)
• relationship oriented leader is most successful– moderate control situation
Schermerhorn - Chapter 11 16
Leadership Models and Theories
Hersey-Blanchard Situational Model– Leaders adjust their styles depending on the
readiness of their followers• readiness
– how able, willing and confident followers are to perform tasks
Schermerhorn - Chapter 11 17
Leadership Models and Theories
Hersey-Blanchard Leadership Styles– Delegating– Participating– Selling– Telling
Schermerhorn - Chapter 11 18
Leadership Models and Theories
Matching Hersey-Blanchard Leadership Styles to Follower Readiness– Delegating = high readiness– Participating = moderate to high readiness– Selling = low to moderate readiness– Telling = low readiness
Schermerhorn - Chapter 11 19
Leadership Models and Theories
House’s Path-Goal Leadership Theory– directive– supportive– achievement-oriented– participative
Schermerhorn - Chapter 11 20
Leadership Models and Theories
Substitutes for Leadership– Aspects of the work setting and the people
involved that can reduce the need for a leader’s personal involvement
Possible leadership substitutes:– Subordinate characteristics– Task characteristics– Organizational characteristics
Schermerhorn - Chapter 11 21
Leadership Models and Theories
Vroom-Jago leader-participation theory– Helps leaders choose the method of decision
making that best fits the nature of the problem situation.
– Alternative decision-making methods:• Authority decision
• Consultative decision
• Group decision
Schermerhorn - Chapter 11 22
Leadership Models and Theories
Vroom-Jago leader-participation theory– Use group-oriented and participative decision-
making methods when:• The leader lacks sufficient information to solve a
problem by himself/herself.
• The problem is unclear and help is needed to clarify the situation.
• Acceptance of the decision by others is important.
• Adequate time is available for true participation.
Schermerhorn - Chapter 11 23
Leadership Models and Theories
Vroom-Jago leader-participation theory– Use authority-oriented decision-making
methods when:• The leader has greater expertise to solve a problem.
• The leader is confident and capable of acting alone.
• Others are likely to accept the decision.
• Little or no time is available for discussion.
Schermerhorn - Chapter 11 24
Directions in Leadership Development
What is Transformational Leadership?– Use of charisma and
related qualities to raise aspirations and shift people and organizational systems into new high-performance patterns
Schermerhorn - Chapter 11 25
Directions in Leadership Development
Transactional Leadership– Use of tasks, rewards
and structures to help followers meet their needs while working to accomplish organizational objectives
Schermerhorn - Chapter 11 26
Directions in Leadership Development Look at the qualities of transformational leaders and
decide if these qualities are distributed widely throughout the population.
Qualities of Transformational Leaders– vision– charisma– symbolism– empowerment– intellectual stimulation– integrity
Schermerhorn - Chapter 11 27
Directions in Leadership Development Emotional Intelligence (EI)
– ability to understand and deal well with emotions at work
– threshold capabilities are technical or knowledge-based skills
– excellence in leadership depends on EI– can be learned
Schermerhorn - Chapter 11 28
Trends in Leadership Development Gender and
Leadership– Women may be more
prone to democratic and participative behaviors
– Men may be more transactional