CH14-Leadership

CH14-Leadership

1. Leadership is the ability to influence people toward the attainment of goals.

2. CONTEMPORARY LEADERSHIP

   • Of particular interest for leadership in contemporary times is a postheroic approach that focuses on the subtle, unseen, and often unrewarded acts that good leaders perform every day, rather than on the grand accomplishments of celebrated business heroes
     • Two approaches that are in tune with postheroic leadership for today’s times are Level 5 leadership and interactive leadership.
       • Level 5 Leadership
         • Level 1: Highly Capable Individual: makes productive contributions through talent, knowledge, skills, and good work habits
         • Level 2: Contributing Team Member: Contributes individual capabilities to the achievement of group objectives
         • Level 3: Competent Manager Organizes: people and resources toward the effective and effi cient pursuit of predetermined objectives.
         • Level 4: Effective Leader Catalyzes: commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.
         • Level 5: Level 5 Executive Builds: enduring greatness through a paradoxical blend of personal humility and professional will.
       • Interactive Leadership
         • Means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.
   • Humility means being unpretentious and modest rather than arrogant and prideful. Humble leaders don’t have to be in the center of things

3. FROM MANAGEMENT TO LEADERSHIP

   • A person might have more of one set of qualities than the other, but ideally a manager develops a balance of both manager and leader qualities.
   • A primary distinction between management and leadership is that MANAGEMENT promotes stability, order, and problem solving within the existing organizational structure and systems.
     • Good management is needed to help the organization meet current commitments
   • LEADERSHIP promotes vision, creativity, and change. It means questioning the status quo so that outdated, unproductive, or socially irresponsible norms can be replaced to meet new challenges.
     • Good leadership is needed to move the organization into the future.

4. LEADERSHIP TRAITS

   • Traits are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and even appearance
     • early research found only a weak relationship between personal traits and leader success.
     • In addition to personality traits, physical, social, and work-related characteristics of leaders have been studied.

5. BEHAVIORAL APPROACHES

   • Two basic leadership behaviors identified as metacategories are:
     • task-oriented behavior
     • people-oriented behavior
   • Ohio State Studies
     • They identified two major behaviors:
       • CONSIDERATION falls in the category of people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust.
       • INITIATING STRUCTURE is the degree of task behavior, that is, the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment.
   • Michigan Studies
     • employee-centered leaders for leaders who established high performance goals and displayed supportive behavior toward subordinates.
     • The less-effective leaders were called job-centered leaders; they tended to be less concerned with goal achievement and human needs
   • The Leadership Grid
     • A twodimensional leadership theory that measures the leader’s concern for people and for production
       • The model and five of its seven major management styles
         • Team management
         • Country club management
         • Authority-compliance management
         • Middle-of-the-road management
         • Impoverished management

6. CONTINGENCY APPROACHES

   • A model of leadership that describes the relationship between leadership styles and specific organizational situations.
   • Situational theory: a contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates.
     • A leader can adopt one of four leadership styles, based on a combination of relationship and task behavior.
       • The telling style
       • The selling style
       • the participating style
       • the delegating style
   • Fiedler’s Contingency Theory
     • The starting point for Fiedler’s theory is the extent to which the leader’s style is task oriented or relationship (people) oriented
       • By diagnosing leadership style and the organizational situation, the correct fit can be arranged.
         • A situation would be considered highly favorable to the leader when leader-member relationships are positive, tasks are highly structured, and the leader has formal authority over followers.
         • A situation would be considered highly unfavorable to the leader when leader-member relationships are poor, tasks are highly unstructured, and the leader has little formal authority
   • Matching Leader Style to the Situation
     • Combining the three situational characteristics yields a variety of leadership situations, ranging from highly favorable to highly unfavorable.
       • Fiedler believed fitting leader style to the situation can yield big dividends in profits and efficiency

7. CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP

   • leadership can inspire and motivate people beyond their normal levels of performance.
     • Two types with a substantial impact are charismatic and transformational.
       • The CHARISMATIC leader has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.
         • The impact of charismatic leaders is normally from:
           • 1. Stating a lofty vision of an imagined future that employees identify with
           • 2. Displaying an ability to understand and empathize with followers
           • 3. Empowering and trusting subordinates to accomplish results
       • VISIONARY leadership speak to the hearts of employees, letting them be part of something bigger than themselves
         • vision: an attractive, ideal future that is cred bile yet not readily attainable.
   • Transformational Versus Transactional Leadership
     • Transformational leader: a leader distinguished by a special ability to bring about innovation and change.
     • Transactional leader: a leader who clarifies subordinates’ role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates.

8. FOLLOWERSHIP

   • Robert E. Kelley conducted extensive interviews with managers and their subordinates and came up with five follower styles, which are categorized according to two dimensions
     • critical thinking: thinking independently and being mindful of the effect of one’s behavior on achieving goals.
     • uncritical thinking: failing to consider the possibilities beyond what one is told; accepting others’ ideas without thinking.
     • 1. The alienated follower is a passive, yet independent, critical thinker.
     • 2. The conformist participates actively in a relationship with the boss but doesn’t use critical thinking skills.
     • 3. The pragmatic survivor has qualities of all four extremes—depending on which style fi ts with the prevalent situation
     • 4. The passive follower exhibits neither critical, independent thinking nor active participation
     • 5. The effective follower is both a critical, independent thinker and active in the organization

9. POWER AND INFLUENCE

   • Power is the potential ability to influence the behavior of others. Sometimes the terms power and infl uence are used synonymously, but there are distinctions between the two.
   • influence is the effect a person’s actions have on the attitudes, values, beliefs, or behavior of others.
   • Position Power
     • legitimate power: power that stems from a formal management position in an organization and the authority granted to it.
     • reward power: power that results from the authority to bestow rewards on other people.
     • coercive power: power that stems from the authority to punish or recommend punishment.
   • Personal Power
     • expert power: power that stems from special knowledge of or skill in the tasks performed by subordinates
     • referent power: power that results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to emulate the leader
   • Other Sources of Power
     • Personal Effort: people who show initiative
     • Network of Relationships: people who are enmeshed in a network of relationships have greater power.
     • Information Information is a primary business resource, and people who have access to information and control over how and to whom it is distributed are typically powerful.
   • Interpersonal Influence Tactics
     • 1. Use rational persuasion
     • 2. Make people like you.
     • 3. Rely on the rule of reciprocity
     • 4. Develop allies
     • 5. Ask for what you want
     • 6. Make use of higher authority.
     • 7. Reward the behaviors you want.
   • Servant Leadership
     • servant leader: a leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission.
   • Moral Leadership
     • moral leadership: distinguishing right from wrong and choosing to do right in the practice of leadership.
       • courage: the ability to step forward through fear and act on one’s values and conscience.