Leadership : Leadership
Leadership : 2 Leadership There is probably no topic more important to business success today than leadership
leadership occurs among people
involves the use of influence
is used to attain goals Manager’s Challenge: Aramark Corp. Different leaders behave in different ways – style, need, situation
Leadership : 3 Leadership Leadership definition
Differences in leadership and management
Theories of leadership effectiveness
Charismatic and transformational leadership
How leaders use power and influence to get things done
New leadership approaches for today’s turbulent environment Different leaders behave in different ways – style, need, situation
Nature of Leadership : 4 Nature of Leadership The ability to influence people toward the attainment of organizational goals.
Leadership is occurring among people.
Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.
Leadership is dynamic and involves the use of power. travel the globe solving problems
Leadership versus Management : 5 Leadership versus Management Management Promotes stability, order and problem solving within existing organizational structure and systems Leadership Promotes vision, creativity, and change M L Takes care of where you are Takes you to a new place
Leader versus Manager Qualities : 6 Leader versus Manager Qualities Manager Qualities Leader Qualities Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12 SOUL
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power MIND
Rational
Consulting
Persistent
Problem solving
Tough-minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
Position power
Personal Characteristics of Leaders : 7 Personal Characteristics of Leaders Physical Characteristics
Energy
Physical stamina Social Background
Education
Mobility Intelligence and Ability
Judgment, decisiveness
Knowledge
Intelligence, cognitive ability Personality
Self-confidence
Honesty & integrity
Enthusiasm
Desire to lead
Independence Work-related Characteristics
Achievement drive
Drive to excel
Conscientiousness in pursuit of goals
Persistence against obstacles, tenacity Social Characteristics
Sociability, interpersonal skills
Cooperativeness
Ability to enlist cooperation
Tact, diplomacy Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).
Behavioral Approaches Ohio State Studies : 8 Behavioral Approaches Ohio State Studies Consideration: - people-oriented behavior
Is mindful of subordinates
Establishes mutual trust
Provides open communication
Develops teamwork
Initiating Structure: task-oriented behavior
Directs subordinate work activities toward goal attainment
Typically gives instructions, spends time planning, and emphasizes deadlines
Provides explicit schedules of work activities
Leadership Grid : 9 Leadership Grid High High Low Low Concern for Production Concern for People Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners. Country Club Management
Thoughtful attention to the
needs of people for satisfying
relationships leads to a com-
fortable, friendly organization
atmosphere and work tempo. Impoverished Management
Exertion of minimum effort
to get required work done
is appropriate to sustain
organization membership. Team Management
Work accomplishment is from
committed people; interdependence
through a “common stake” in
organization purpose leads to
relationships of trust and respect. 5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level. Authority-Compliance
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. The Leadership Grid
Path Goal Theory : 10 Path Goal Theory Source: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985), 26-40.
Path-Goal Theory Leader Behaviors : 11 Path-Goal Theory Leader Behaviors Supportive leadership:
Leader behavior that shows concern for subordinates
Open, friendly, and approachable
Creates a team climate
Treats subordinates as equals
Directive leadership:
Tells subordinates exactly what they are supposed to do
Planning, making schedules, setting performance goals, and behavior standards Classification of (4) leader behaviors
Path-Goal Theory Leaders Behaviors : 12 Path-Goal Theory Leaders Behaviors Participative leadership:
Consults with his or her subordinates about decisions
Achievement-oriented leadership:
Sets clear and challenging goals for subordinates
Behavior stresses high-quality performance Classification of (4) leader behaviors
Path-Goal Situations &Preferred Leader Behavior : 13 Path-Goal Situations &Preferred Leader Behavior Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.
Sources of Power : 14 Sources of Power Legitimate Power: power coming from a formal management position.
Reward Power: stems from the authority to bestow rewards on other people.
Coercive Power: the authority to punish or recommend punishment.
Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.
Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader
Thank You : 15 Thank You