Understanding Management
First Canadian Edition
Slides prepared by Janice Edwards College of the Rockies
Copyright 2009 Nelson Education Ltd.
Chapter 11
Leadership in Organizations
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11-2
Learning Objectives
1.
2.
3.
4.
5.
Define leadership and explain its importance for organizations. Identify personal characteristics associated with effective leaders. Describe the leader behaviours of initiating structure and consideration and when they should be used. Describe Hersey and Blanchards situational theory and its application to subordinate participation. Explain the path-goal model of leadership.
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Copyright 2009 Nelson Education Ltd.
Learning Objectives (Contd.)
6.
7.
8.
9.
Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviours. Describe transformational leadership and when it should be used. Identify the five sources of leader power and how each causes different subordinate behaviour. Explain innovative approaches to leadership in a turbulent environment.
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Leadership
The ability to influence people toward the attainment of organizational goals.
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Ex. 11.2
Personal Characteristics of Leaders
Physical characteristics Work-related characteristics Social background Energy Achievement drive, desire to excel Education Physical stamina Conscientiousness in pursuit of goals Mobility Persistence against obstacles, tenacity
Intelligence and ability Judgment, cognitive ability Knowledge Judgment, decisiveness
Social characteristics Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomatic
Personality Self-confidence Honesty and integrity Enthusiasm Desire to lead Independence
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Behavioural Approaches that Help Determine Leadership Effectiveness
Consideration: Behaviour describing the extent to which the leader is: Sensitive to subordinates Respects their ideas and feelings, and Establishes mutual trust
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11-7
Behavioural Approaches that Help Determine Leadership Effectiveness (Contd.)
Type of Leader: Behaviour that describes the extent to which the leader is: Task oriented Directs subordinates work activities toward goal attainment
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11-8
Ex. 11.3
The Leadership Grid Figure
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Fiedlers Contingency Theory
Three Elements of Leadership Style: 1. Leader-member relations: refers to group atmosphere and members attitude toward and acceptance of the leader. 2. Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals. 3. Position power: is the extent to which the leader has formal authority over subordinates.
Copyright 2009 Nelson Education Ltd.
11-10
Fiedlers Contingency Theory (Contd)
Contingency Theory:
Task-oriented managers are more effective when the situation is highly favourable or unfavourable. Relationship-oriented leaders are more effective in situations of moderate favourability.
Copyright 2009 Nelson Education Ltd.
11-11
Hersey and Blanchards Situational Theory
A contingency approach to leadership that links the leaders behavioural style with the task readiness of subordinates.
Leader Style: Telling Selling Participating Delegating
High task low relationship High task high relationship Low task high relationship Low task low relationship
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11-12
Path-Goal Theory
Contingency approach: The leaders responsibility is to increase subordinates motivation to attain personal and organizational goals through: Clarifying the paths to rewards. Increasing the rewards that the subordinate values and desires.
Copyright 2009 Nelson Education Ltd.
11-13
Ex. 11.6
Leader Roles in the Path-Goal Model
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Path-Goal Classification of Leader Behaviours
Supportive leadership Leader behaviour 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 behaviour standards.
Copyright 2009 Nelson Education Ltd.
11-15
Path-Goal Classification of Leader behaviours (Contd.)
Participative leadership Consults with his or her subordinates about decisions.
Achievement-oriented leadership Sets clear and challenging goals for subordinates. behaviour stresses high-quality performance.
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11-16
Situational Contingencies
Two important situational contingencies in the Path-Goal theory:
1.
The personal characteristics of group members:
Ability Skills Needs Motivations
2.
The work environment
Degree of task structure Nature of formal authority system Work group itself
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Copyright 2009 Nelson Education Ltd.
Ex. 11.7
Path-Goal Situations and Preferred Leader behaviours
SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981), 146-152.
Copyright 2009 Nelson Education Ltd.
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Leading Change
Transactional Leaders:
Clarify subordinates role and task requirements. Initiate structure. Provide appropriate rewards. Try to be considerate. Meet the social needs of subordinates.
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Leading Change (Contd)
Charismatic Leaders
Inspire and motivate people to do more than they would normally do. Put the interests of the organization first. Tend to be less predictable than transactional leaders. Create an atmosphere of change. May be obsessed by visionary ideas that excite, stimulate and drive other people to work hard .
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Leading Change (Contd)
Transformational Leaders Have a special ability to bring about innovation and change. Inspire followers to believe in the leader personally. Inspire followers to believe in their own potential. Able to lead changes in the organizations.
Copyright 2009 Nelson Education Ltd.
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Forms of Position 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.
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Forms of Personal Power
Expert Power: leaders 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.
Copyright 2009 Nelson Education Ltd.
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