Management 12e richard draft chapter 15
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Chapter 15
Leadership
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Nature of Leadership
Many styles of leadership can be effective
People, influence, and goals
Leadership is the ability to influence people
toward the attainment of goals
Reciprocal, occurring among people
A “people” activity, different than administration
and problem solving
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Contemporary Leadership
Leadership evolves as the needs of the
organization change
Leadership has evolved with technology,
economic, labor, social, and cultural changes
Responding to the turbulence and uncertainty of
the environment
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Contemporary Leadership
Four approaches for today’s turbulent times:
Level 5 leadership
Servant leadership
Authentic leadership
Interactive leadership (gender differences)
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Level 5 Leadership
Highest level in a hierarchy of manager capabilities
Lack of ego (humility)
Fierce resolve to do what is best for organization
Shy and self-effacing
Credit other people
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15.1 Level 5 Hierarchy
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Servant Leadership
Work exists for the development of the worker
Servant leaders transcend self-interest to
serve others
Servant leaders give away power, ideas,
information, recognition, credit, and money
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Authentic Leadership
Leaders who know and understand themselves
Espouse and act with higher order ethical
values
Staying true to one’s values and beliefs
Inspire trust and commitment
Respect diverse viewpoints
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Authentic Leadership
Encourage collaboration
Help others learn, grow, and develop as leaders
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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15.2 Components of Authentic
Leadership
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Gender Differences
Associated with Level 5 leaders and female
leaders
Interactive leadership means that the leader
favors a consensual and collaborative process
Influence derives from relationships rather than
position power and formal authority
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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15.3 - Gender Differences in
Leadership Behaviors
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From Management to
Leadership
Good management is essential to organizations
However, good managers must be leaders
Management promotes stability and order
within the existing organizational structure
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From Management to
Leadership
Leadership motivates toward vision and
change
Leadership cannot replace management, there
should be a balance of both
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15.4 Leader and Manager
Qualities
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Leadership Traits
Early research on leadership focused on traits
Traits – distinguishing personal characteristics
of a leader
Intelligence, honesty, self-confidence and
appearance
Great Man Approach to leadership
Traits are reemerging as a leadership interest
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Leadership Traits
Effective leaders possess varied traits and
combine these with their strengths
Strengths – natural talents and abilities that
have been supported and reinforced with
learned knowledge and skills
Provides individual with best tools for
accomplishment and satisfaction
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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15.5 Personal Characteristics
of Leaders
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Behavioral Approaches
Research beyond leadership traits
Defined two leadership behaviors:
Task-oriented behavior
People-oriented behavior
Foundation of important leadership studies
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Ohio State Studies
Identified two major behaviors:
Consideration; people oriented
Mindful of subordinates
Respects ideas and feelings
Establishes mutual trust
Initiating structure; task behavior
Task oriented
Directs work activities toward goals
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Michigan Studies
Compared the behavior of effective and ineffective
supervisors
Employee-centered leaders (most effective)
Establish high performance goals
Display supportive behavior
Job-centered leaders (not effective)
Less concerned with goal achievement/human needs
Focus on meeting schedules, cost-management, and
efficiency
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15.6 The Leadership Grid
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Contingency Approaches
How do situations influence leader
effectiveness?
Situational model of leadership
Leadership model (Fiedler)
Substitutes for leadership concept
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Situational Theory of
Leadership
Extension of behavioral theories
Focus on characteristics of followers
Seek appropriate leadership behavior
Subordinates vary in readiness determined by:
Degree of willingness and ability a subordinate
demonstrates while performing a task
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15.7 The Situational Model of
Leadership
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