edition
STEPHEN ninth P. ROBBINS
MARY COULTER
17
2007 Prentice Hall, Inc. All rights reserved.
Chapter
Leadership
PowerPoint Presentation by Charlie Cook The University of West Alabama
Leaders and Leadership
Leader Someone who can influence others and who has managerial authority Leadership What leaders do; the process of influencing a group to achieve goals Ideally, all managers should be leaders Leadership research has tried to answer: What is an effective leader?
2007 Prentice Hall, Inc. All rights reserved.
172
Managers Versus Leaders
Managers
[Root: "Handling things"] Are appointed to their position. Can influence people only to the extent of the formal authority of their position. Do not necessarily have the skills and capabilities to be leaders.
Leaders
[Root: "Taking people places"] Are appointed or emerge from within a work group. Can influence other people and have managerial authority. Do not necessarily have the skills and capabilities to be managers.
Leadership is the process of influencing a group toward the achievement of goals.
2007 Prentice Hall, Inc. All rights reserved. 173
Early Leadership Theories
Trait Theories (1920s-30s)
Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership:
Drive,
the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and extraversion.
2007 Prentice Hall, Inc. All rights reserved.
174
Exhibit 172
Behavioral Theories of Leadership
2007 Prentice Hall, Inc. All rights reserved.
175
Exhibit 172 (cont'd) Behavioral Theories of Leadership
2007 Prentice Hall, Inc. All rights reserved.
176
Early Leadership Theories (cont'd)
Behavioral Theories
University of Iowa Studies (Kurt Lewin)
Identified
three leadership styles:
Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback Laissez faire style: hands-off management
Research
findings: mixed results
No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader.
2007 Prentice Hall, Inc. All rights reserved. 177
Early Leadership Theories (cont'd)
Behavioral Theories (cont'd)
Ohio State Studies
Identified
two dimensions of leader behavior
Initiating structure: the role of the leader in defining his or her role and the roles of group members Consideration: the leader's mutual trust and respect for group members' ideas and feelings.
Research
findings: mixed results
High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.
2007 Prentice Hall, Inc. All rights reserved. 178
Early Leadership Theories (cont'd)
Behavioral Theories (cont'd)
University of Michigan Studies
Identified
two dimensions of leader behavior
Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment
Research
findings:
Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.
2007 Prentice Hall, Inc. All rights reserved.
179
Exhibit 173 The Managerial Grid
Source: Reprinted by permission of Harvard Business Review. An exhibit from "Breakthrough in Organization Development" by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, NovemberDecember 1964, p. 136. Copyright 1964 by the President and Fellows of Harvard College. All rights reserved.
2007 Prentice Hall, Inc. All rights reserved.
1710
Contingency Theories
Leader
Personality Position Expertise Etc.
Followers
Values Norms Cohesiveness Etc.
Task Stress Environment Etc.
Situation
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1711
Contingency Theories... (cont'd)
Hersey and Blanchard's Situational Leadership Theory (SLT)
Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers' readiness.
Acceptance: Readiness:
leadership effectiveness depends on whether followers accept or reject a leader. the extent to which followers have the ability and willingness to accomplish a specific task.
Leaders must relinquish control over and contact with followers as they become more competent.
2007 Prentice Hall, Inc. All rights reserved. 1712
Contingency Theories... (cont'd)
Hersey and Blanchard's Situational Leadership Theory (SLT)
Creates four specific leadership styles incorporating Fiedler's two leadership dimensions:
Telling: Selling:
high task-low relationship leadership high task-high relationship leadership low task-high relationship leadership low task-low relationship leadership
Participating: Delegating:
2007 Prentice Hall, Inc. All rights reserved.
1713
Contingency Theories... (cont'd)
Hersey and Blanchard's Situational Leadership Theory (SLT)
Posits four stages of follower readiness:
R1: R2: R3: R4:
followers are unable and unwilling followers are unable but willing followers are able but unwilling are followers able and willing
2007 Prentice Hall, Inc. All rights reserved.
1714
Hersey and Blanchard's Situational Leadership Model
Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved.
Exhibit 17.5
2007 Prentice Hall, Inc. All rights reserved. 1715
Contemporary Views on Leadership
Transactional Leadership
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Transformational Leadership
Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements. Leaders who also are capable of having a profound and extraordinary effect on their followers.
2007 Prentice Hall, Inc. All rights reserved.
1716
Contemporary Views...(cont'd)
Charismatic Leadership
An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. Characteristics of charismatic leaders:
Have Are Are Are
a vision.
able to articulate the vision. willing to take risks to achieve the vision.
sensitive to the environment and follower needs. behaviors that are out of the ordinary.
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Exhibit
2007 Prentice Hall, Inc. All rights reserved.
Contemporary Views...(cont'd)
Visionary Leadership
A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.
Visionary leaders have the ability to:
Explain the vision to others. Express the vision not just verbally but through behavior. Extend or apply the vision to different leadership contexts.
2007 Prentice Hall, Inc. All rights reserved. 1718
Contemporary Views...(cont'd)
Team Leadership Characteristics
Having patience to share information Being able to trust others and to give up authority Understanding when to intervene
Team Leader's Job
Managing the team's external boundary Facilitating the team process
Coaching,
facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication
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2007 Prentice Hall, Inc. All rights reserved.
Some Thoughts on Power...
"The use of influence in itself is not negative....Like any powerful force from potent medicine to nuclear power it is the morality with which influence is used that makes all the difference." R.L. Dilenscheider "The well-meaning but politically nave seldom make major contributions to organizations." David Whetten & Kim Cameron "Hell is knowing you have a better solution than someone else, but not being able to get the votes."
2007 Prentice Hall, Inc. All rights reserved. 1720
Leadership Issues in the 21st Century
Managing Power
Legitimate power The power a leader has as a result of his or her position. Coercive power The power a leader has to punish or control. Reward power The power to give positive benefits or rewards. Expert power The influence a leader can exert as a result of his or her expertise, skills, or k...