Organizational behavior 7e by luthans chap014

Chapter Fourteen

Great Leaders:
Styles, Activities,
and Skills

McGraw-Hill/Irwin

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.


Learning Objectives
• Relate the style implications from the classic studies
and modern theories of leadership.
• Present the widely recognized classic styles of
leadership, such as the life-cycle approach.
• Discuss the findings on leadership roles and
activities.
• Examine the relationship that activities have with
successful and effective leaders.
• Identify the skills needed for effective leadership of
today’s organizations.
• Analyze the various approaches to leadership
development.


Introduction
• Demographics of organizational leaders
are changing

Leadership in the New Environment
• Leadership roles are changing in the new
environment
– Key leadership roles include:
•
•
•
•
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A strategic vision to motivate and inspire
Empowering employees
Accumulating and sharing internal knowledge
Gathering and integrating external information
Challenging the status quo and enabling creativity


Leadership in the New
Environment
Continued
• Values and beliefs of the young
Generation Xer’s are different than the
baby boomers who are in leadership
positions
• Organizational behavior theory building
and research
– Must adapt to the new types of leaders and
organizations

Leadership Styles
• Style implications of the classic studies and
the modern theories
– Nadler and Tushman’s


Leadership Styles
Continued

• Style implications (continued)
– Continuum of leadership styles – summary


Leadership Styles
Continued

• Style implications (continued)
– Tannenbaum and Schmidt


Leadership Styles
Continued

• Classic styles - Hersey and Blanchard’s
– Two major styles:
• Task style
• Relationship style

– Four basic styles:
•

•
•
•

Telling style
Selling style
Participating style
Delegating style


Leadership Styles
Continued

• Leadership styles in perspective
– Researchers House and Podsakoff findings:
•
•
•
•
•
•
•
•
•
•

Vision
Passion and self-sacrifice
Confidence, determination, and persistence
Image building

Role modeling
External representation
Expectations of and confidence in followers
Selective motive arousal
Frame alignment
Inspirational communication


Roles and Activities of Leadership
• Leader/ manager roles
– Mintzberg’s
managerial roles


Roles and Activities of Leadership
Continued

• Activities of successful and effective leaders:
The real managers study
– What do managers do?
•
•
•
•

Communication
Traditional management
Human resource management
Networking

Roles and Activities of Leadership
Continued

– What do managers do? (continued): Luthans’s conceptual
categories of activities


Roles and Activities of Leadership
Continued

– What do managers do? (continued): Relative distribution
activities


Roles and Activities of Leadership
Continued

• Activities of successful and effective leaders:
(continued)

– What do successful managers do?
• Networking: using speed of promotion as the
measure of success


Roles and Activities of Leadership
Continued

• Activities of successful and effective leaders:

(continued)

– What do effective managers do?
• Getting the job done through high quantity and
quality standards of performance
• Getting the job done through people, requiring their
satisfaction and commitment


Roles and Activities of Leadership
Continued

• Activities of successful and effective leaders:
(continued)

– Implications across cultures and for
entrepreneurs and knowledge managers
– Implications of the real managers study


Leadership Skills
• What skills do leaders need?
– Cultural flexibility
– Communication skills
– HRD skills
– Creativity
– Self-management learning


Leadership Skills

Continued

• What skills do leaders need? (continued)
– Whetten and Cameron model


Leadership Skills
Continued

• What skills do leaders need? (continued)
– Whetten and Cameron model


Leadership Skills
Continued

• Traditional leadership development
programs
• Contemporary leadership development
approaches
– Research based
– Strategy based
– Values based


Leadership Skills
Continued

• Other indirect techniques for developing
leadership effectiveness

– Training
– Job design
– Behavioral management


Questions