Mgt162 (chapter 6 - Leading).ppt

LEADING

Leadership Definition • Leadership is:  A social influence process.  Is the process of directing and influencing the task-

related activities of group members

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There are four important points of leadership:1. Leadership involves other people 2. Leadership involves unequal distribution of power 3. Leadership is the ability to use the different forms of power 4. Leadership is about values

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Leadership Approaches I. Trait Approach o

Leadership Traits and Skills Focus  The assumption that some people are born with

certain physical characteristics, aspects of personality, and aptitudes that make them successful leaders.  Physical characteristics: height and appearance  Personality: self-esteem, dominance and emotional stability  Aptitudes: general intelligence, verbal fluency and creativity 12–4

I. Trait Approach (cont’d)  The trait approach to leadership is based on early

leadership research that assume that a good leader is born, not made.  However, evaluation of the studies shows that people who became effective leader do not have any special trait that distinguish them from non-leaders.  Thus, people today believe that individuals can be trained to be good leaders  Leaders are made, not born.

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II. Behavioral Approach  Examines what effective leaders do rather than what

effective leaders are.  Defines a leader’s effectiveness based on two orientations:  Task orientation or job centered style – Setting performance goals, giving directions, and supervising performance. – More concerned with getting the job done to his satisfaction  Employee

orientation or people centered style

– Behavior that shows empathy for concerns and feelings, supportive of needs, and showing trust. – Friendly and respectful relationship with employees, would try to motivate subordinates rather than to control them. 12–6

II. Behavioral Approach (cont’d) *  The behavioral approach is supported by below

studies:

Behavioral Behavioral Approach Approach

The TheOhio OhioState State University University(OSU (OSUstudies) studies)

The TheManagerial Managerial Grid Grid(by (by Robert Robert Blake Blakeand andJane Jane Mouton) Mouton)

The TheUniversity Universityof of Michigan Michigan (Michigan (Michigan studies) studies) 12–7

II. Behavioral Approach (cont’d) * The The Ohio Ohio State State University University (OSU (OSU studies) studies)  OSU studies concluded that leaders exhibit two main

types of behavior: I. Structure Behavior (task-oriented)  The leadership activity that establishes procedures that employees should follow in performing their tasks or jobs. II. Consideration Behavior (employee-oriented)  The leadership behavior that shows friendship, trust, respect and warmth in the relationship between leaders and employees.

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II. Behavioral Approach (cont’d) * OSU studies resulted in a model that shows four leadership styles.  i.e. A high structure/low consideration leadership style emphasizes on structure behavior and place less attention to consideration behavior.  Low structure/high consideration – highest employee satisfaction, lowest turnover rates  High structure/low consideration – had high grievance, high turnover rates 

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II. Behavioral Approach (cont’d) * The The University University of of Michigan Michigan (Michigan (Michigan studies) studies)  Michigan studies

concluded two types of leader behavior: I. Job-centered Behavior  Interested in the job that subordinate is doing and how well the subordinate performs the job.  Leaders set rigid work standards, prescribe work methods to be followed, and closely supervise subordinate work. II. Employee-centered Behavior  Interested to the personal needs of subordinates and build cooperative work teams that are satisfying to subordinates.  Leaders encourage subordinates participation and inspire trust and respect among subordinates.  The most productive work groups have leaders who were employee-centered rather than job-centered. 12–10

II. Behavioral Approach (cont’d) * The The Managerial Managerial Grid Grid (Robert (Robert Blake Blake && Jane Jane Mouton) Mouton) 

Managerial Grid identifies five leadership behaviors based on task-oriented and employee-oriented styles.



The grid identifies a range of management behaviors based on the various ways that task-oriented and employee-oriented styles can interact with one another (each expressed on a scale of 1 to 9).

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II. Behavioral Approach (cont’d) * 

The five leadership styles practiced by managers. 

Point 1,1 – Impoverished Management ↓ concern for people, ↓ concern for tasks, leader does not play his leadership role, makes minimum effort to get work done, also known as laissez-faire management



Point 1,9 – Country Club Management ↑ concern for people, ↓ concern for tasks, this leadership style believes that giving attention to people’s needs will lead to a comfortable and friendly organizational atmosphere

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II. Behavioral Approach (cont’d) * 

The five leadership styles practiced by managers. 

Point 5,5 – Middle-of-theRoad/Organization Man Management concern for people = concern for tasks, adequate organization performance is possible through balancing work and maintaining morale of employees at a satisfying level

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Point 9,1 – Task/Authoritarian/Autocratic Management ↓ concern for people, ↑ concern for tasks, manager stresses on operating efficiently through controls, wants work schedule to be followed, least concern about employees welfare 12–13

II. Behavioral Approach (cont’d) * 

The five leadership styles practiced by managers. 

Point 9,9 – Team / Democratic / Participative/ Supportive Management ↑ concern for people, ↑ concern for tasks, work accomplishment is from committed people, interdependence through common interests as well as relationship of trust and respect

 Style 9,9 is the most effective

management style - improved performance, low absenteeism and turnover, and high employee satisfaction.

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III. Contingency Approach * 1. 1. Path-Goal Path-Goal Approach Approach Formulated by Martin G. Evans and Robert J. House.  Based on expectancy model, which states employee’s motivation depends on his expectation of reward or the attractiveness of the reward.  Managers determine the availability of “goals” (rewards) and the “paths” that will earn those rewards.  Leader can increase employee effort and productivity by clarifying performance goals and the path to be taken to achieve those goals. 

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III. Contingency Approach (cont’d) * According to Path-Goal theory of leadership, leaders show four primary types of behavior: I.

Directive behavior  Telling followers what to do and how to do it, leader indicates what performance goals exist and what must be done to achieve it.

II. Supportive behavior  Being friendly with followers and showing interest

in them as human beings. Leader shows sensitivity to the personal needs of followers.

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III. Contingency Approach (cont’d) * III.

Participative behavior  Seeking suggestions from followers regarding business operations, followers involve in decision making, help to determine rewards available and what they must do to earn those rewards.

IV.

Achievement behavior  Aimed at setting challenging goals for followers to reach and expressing confidence that they will face up to the challenge. Leader focuses on making challenging goals for employees to achieve.

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Path-goal theory explains why a particular leadership style is more effective in one situation than in another and it recommends flexibility in dealing with different employee problems and situations. 12–17

III. Contingency Approach (cont’d) * 2. 2. Life Life Cycle Cycle or or Situational Situational Approach Approach 

Developed by Hersey and Blanchard.

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Leadership styles should reflect primarily on the maturity level of the followers. 

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Maturity is the ability of followers to perform their job independently, the education/experience and skills a follower has relevant to particular tasks, to assume additional responsibility and to desire to achieve success.

Describes how leaders should adjust leadership style in response to their subordinates’ desire for achievement, experience, ability and willingness to accept responsibility. 12–18

III. Contingency Approach (cont’d) * Phases in Life-Cycle Approach PHASE 3

PHASE 2

 Phase 1 (HT/LR)

Telling style: the leader provides specific instructions and closely supervises performance. PHASE 4

PHASE 1

 Phase 2 (HT/HR)

Selling style: the leader explains decisions and provides opportunities for clarification.

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III. Contingency Approach (cont’d) * Phases in Life-Cycle Approach PHASE 3

PHASE 4

PHASE 2

PHASE 1

 Phase 3 (LT/HR)

Participating style: the leader shares ideas and maintains two-way communication to encourage and support the skills subordinates have developed.  Phase 4 (LT/LR)

Delegating style: the leader provides subordinates with few task or relations behaviors. 12–20

Power • Defined as the ability to use human, informational or material resources to get something done • It is the ability to exert influence, that is the ability to change the attitudes or behavior of individuals of groups.

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Position power – power derived from opportunities inherent in a position in an organization

1. Legitimate power – this is where a person has a ‘right’ or is lawfully entitled to exert influence or power (formal authority) 2. Reward power – is the ability to reward another person for carrying out orders, which may be expressed or implied 3. Coercive power – is the ability to influence another person with the use of threat or punishment for not carrying out orders. 4. Information power – involves the manager’s power to gain and distribute information that is important to other organizational members. . 12–22

Personal power – power derived for interpersonal relationship between leaders and followers

1. Expert power – is the power to influence another person because of expert knowledge and competence 2. Referent power – is the ability to influence others based on personal liking, charisma and reputation.

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