Management by chuch williams chapter 14

Chapter 14

Leadership
MGMT
Chuck Williams

Designed & Prepared by
B-books, Ltd.
1


What Is Leadership?
After reading these sections,
you should be able to:

1. explain what leadership is.
2. describe who leaders are and what effective
leaders do.

2


Leadership

Differences
Differences
between
between
Leaders
Leadersand
and

Managers
Managers

1
3


Leaders versus Managers
MANAGERS
MANAGERS

LEADERS
LEADERS

Do
Do things
things right
right
Status
Status quo
quo
Short-term
Short-term
Means
Means
Builders
Builders
Problem
Problem solving
solving

Do
Do the
the right
right thing
thing
Change
Change
Long-term
Long-term
Ends
Ends
Architects
Architects
Inspiring
Inspiring && motivating
motivating

1
4


Leaders versus Managers
American
Americanorganizations
organizations(and
(andprobably
probablythose
thosein
inmuch

much
of
ofthe
therest
restof
ofthe
theindustrialized
industrializedworld)
world)are
areunder
underled
led
and
andover
overmanaged.
managed. They
Theydo
donot
notpay
payenough
enough
attention
attentionto
todoing
doingthe
theright
rightthing,
thing,while
whilethey
they

pay
paytoo
toomuch
muchattention
attentionto
todoing
doingthings
thingsright.
right.
--Warren
WarrenBennis
Bennis

1
5


Who Leaders Are and
What Leaders Do

Leadership
Leadership
Traits
Traits

Leadership
Leadership
Behavior
Behavior

2
6


Leadership Traits
Leaders differ from non-leaders:

2
7


Leadership Behaviors
Initiating Structure
The degree to which a leader structures the roles
of followers by setting goals, giving directions,
setting deadlines, and assigning tasks.

Consideration
The extent to which a leader is friendly,
approachable, and supportive and shows concern
for employees.
2.2
8


Blake/Moulton Leadership Grid
High 9
1,9

Concern for People

8

Country Club
Management

7
6
5
4

Middle of the
5,5
Road
5,5

3
2

Impoverished
1,1 Management
Low 1
1
2
3
4

2.2

Team 9,9

Management

Low

AuthorityCompliance 9,1
5

6

7

Concern for Production

8

9
High
9


Situational Approaches to
Leadership
After reading these sections,
you should be able to:
3.

explain Fiedler’s contingency theory.

4.

describe how path-goal theory works.

5.

explain the normative decision theory.

10


Putting Leaders in the Right Situation:
Fiedler’s Contingency Theory

Group
Group
Performance
Performance

=

Situational
Situational
Favorableness
Favorableness
Leadership
Leadership
Style
Style

3
11

Putting Leaders in the Right Situation:
Fiedler’s Contingency Theory
Workgroups
Workgroups They
They Lead
Lead Perform
Perform Well
Well
Matching
Matching Leadership
Leadership Styles
Styles
to
to Situations
Situations
Degree to Which the Situation Permits the
Leader to Influence Behavior of Group
Members

3
12


Leadership Style:
Least Preferred Coworker
• Leadership style is the way a leader generally
behaves toward followers
– seen as stable and difficult to change

• Style is measured by the Least Preferred Coworker scale (LPC)
– relationship-oriented
– task-oriented
3.1
13


Leadership Style:
Least Preferred Coworker Scale

3.1
14


Situational Favorableness
Situational Favorableness
The degree to which a particular situation either
permits or denies a leader the chance to influence
the behavior of group members.
Three factors:
 Leader-member relations
 Task structure
 Position power

3.2
15


Situational Favorableness

3.2
16


Matching Leadership Styles to
Situations

3.3
17


Path-Goal Theory
Path-Goal Theory
A leadership theory that
states that leaders can
increase subordinate
satisfaction and
performance by clarifying
and clearing the paths to
goals and by increasing the
number and kinds of
rewards available for goal
attainment.
4
18


Basic Assumptions of Path-Goal Theory
Clarify

Clarify paths
paths to
to goals
goals
Clear
Clear paths
paths to
to goals
goals by
by solving
solving problems
problems
and
and removing
removing roadblocks
roadblocks
Increase
Increase the
the number
number and
and kinds
kinds of
of rewards
rewards
available
available for
for goal
goal attainment
attainment
Do

Do things
things that
that satisfy
satisfy followers
followers today
today or
or will
will
lead
lead to
to future
future rewards
rewards or
or satisfaction
satisfaction

4

Offer
Offer followers
followers something
something unique
unique and
and valuable
valuable
beyond
beyond what
what they’re
they’re experiencing
experiencing

19


Adapting Leader Behavior:
Path-Goal Theory

Leadership
Leadership
Styles
Styles

Subordinate
Subordinate
and
and
Environmental
Environmental
Contingencies
Contingencies

Outcomes
Outcomes

4
20


Leadership Styles
• Directive
– clarifying expectations and guidelines

• Supportive
– being friendly and approachable
• Participative
– allowing input on decisions
• Achievement-Oriented
– setting challenging goals
4.1
21


Subordinate and
Environmental Contingencies
Subordinate

Environmental


Perceived
Perceived ability
ability

 Task structure


Locus
Locus of
of control
control

Experience

Experience

 Formal authority
system
 Primary work group

4.2
22


Path Goal Theory:
When to Use Leadership Styles

4.2
23


Normative Decision Theory

Decision
Decision
Styles
Styles

Decision
Decision
Quality
Qualityand
and
Acceptance

Acceptance
5
24


Decision Styles
Leader accepts any decision
supported by the entire group

Leader solves the problem
or makes the decision
AI

Solve
Solvethe
the
problem
problem
yourself
yourself

AII

Obtain
Obtain
information.
information.
Select
Selectaa
solution

solution
yourself.
yourself.

CI

CII

GII

Share
Shareproblem,
problem,
get
ideas
get ideasfrom
from
individuals.
individuals.
Select
Selectaa
solution
solution
yourself.
yourself.

Share
Shareproblem
problem
with

group,
with group,
get
getideas.
ideas.
Make
Makedecision,
decision,
which
may
which mayor
or
may
maynot
notreflect
reflect
input.
input.

Share
Shareproblem
problem
with
group.
with group.
Together
Togethertry
try
to
reach

a
to reach a
solution.
solution.
Leader
Leaderacts
actsas
as
facilitator.
facilitator.

5.1
25