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- 1Nature of LeadershipLeading is motivating people to accomplish work.
Leader - Someone who can influence others and who has managerial authority.
Leadership – is a process of leading and influencing a group to achieve goals.
(all managers should be leaders) - 2*Managers VS LeadersManagers are transactional – clarify roles and responsibilities, task requirements, create work structures, provide rewards and try to meet social needs of subordinates in as much as it helps achieving goals
Leaders are transformational - gifted with ability to bring about innovation and change, change perspectives and assumptions of employees , inspire, empower employees and are relationship oriented
- Some leaders are managers
- Some managers are leaders
- Most managers should be leaders - 3Importance of LeadershipLeadership and leaders essential:
1. set vision and mission
2. create and promote corporate culture
3. drive actions
4. inspire and motivate
5. maintain and develop employees ’ morale
Without leadership, organisations:
1. move too slowly or even stagnate
2. lose their way
3. lose competitiveness
4. become obsolete
5. vanish - 4Early Leadership Theories: Trait Theories (1920s -1930s)isolating personal traits or characteristics to differentiate leaders from non-leaders (appearance, social class, physical stature, and emotional stability, and intelligence, fluency of speech and sociability)
This approach assumes that leaders are born, not made.
It proved impossible to identify a set of traits that would always differentiate leaders from non-leaders, it make good progress in identifying traits associated with leadership. - 5*8 traits associated with effective leadership
- 6Early Leadership Theories: Behaviour Theories (1940s -1960s)1. Traits -based leadership theories ineffective because it failed to consider the interaction of leaders with their groups and other situational factors
2. Traits alone are not adequate for identifying effective leaders, therefore, shifted to the concentration on the preferred behavioural styles.
3. Provide more definitive information about the nature of leadership
- University of Iowa Studies
- Ohio State University
- University of Michigan
- Managerial Grid - 7University of Iowa Studies & Ohio State University
- 8University of Michigan & Managerial Grid
- 9Leadership Grid
- 10Contingency Leadership TheoriesContingency leadership theories explores the situational influences on leadership effectiveness and are more complete than traits and behavioural theories but they are also more complex to understand and apply.
1. Hersey & Blanchard’s situational leadership theory (assesses followers ’ level of readiness and adapts leadership style to it)
2. Fiedler’s contingency leadership theory (importance of matching the leader’s style, relationship oriented or task oriented, with the situation) - 11*Fiedler’s Contingency Leadership TheoryFiedler contends that certain type of leadership would be most effective in different types of situations.
(i) defining leadership styles and different situations and
(ii) identifying appropriate combinations of style and situation.
Leadership style, people or task oriented, is measured with a questionnaire known as the least preferred co-worker (LPC) scale.
1. Relationship-oriented leadership style: concerned with people
2. Task-oriented leadership style: concerned with task accomplishment. - 12*Favourability of a leadership situation1. Leader–member relations: the degree of confidence, trust, and respect employees had for their leader; rated as either good or poor.
2. Task structure: the degree to which job assignments were formalised and structured; rated as either high or low.
3. Position power: the degree of influence a leader had over activities such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak. - 13*Fiedler’s Contingency Leadership Theory (Task-oriented leader)
- 14*Fiedler’s Contingency Leadership Theory (Relationship-oriented leader)
- 15*Hersey & Blanchard’s Situational Leadership Theory (situational leadership theory)
- 16*Hersey & Blanchard’s Situational Leadership Theory (situational leadership theory) － word formatTelling style − a high concern for tasks and a low concern for people and relationships − for low follower readiness
Selling style − a high concern for both people and tasks − for moderate follower readiness
Participating style − a combination of high concern for people and relationships and low concern for production tasks − for moderate follower readiness
Delegating style − a low concern for both relationships and tasks − for high follower readiness - 17Overview of Traits, Behavioural and Contingency Approaches1. Traits-based leadership theories
- consider leader’s personality
- overlook gap between traits and action
2. Behaviour-based theories:
- consider leader’s actions but
- overlook the environment
3. Contingency leadership theories
- consider the leadership context / situation
a) Hersey & Blanchard’s situational leadership theory
- considers the followers’ readiness
- overlooks other situational factors
b) Fiedler’s contingency leadership theory
- considers other situational factors
-overlooks followers’ readiness - 18*Transactional LeadershipA transactional leader is one who initiates structure, clarifies the role and task requirements of subordinates, provides appropriate rewards, displays consideration for subordinates, takes pride in keeping things running smoothly and efficiently, focuses on plans, schedules, and budgets.
Examples: Traits, Behaviour and Contingency theories of leadership are all examples of transactional leadership. Transactional leadership is important for all organisations. - 19*Transformational LeadershipA transformational leader is one who has a special ability to bring about innovation and change, helps employees to look at new ways to solve problems and encourages them to question the status quo, creates and leads significant changes in the organisation, focuses on vision, shared values and ideas to build relationships.
Recent research confirmed that transformational leadership has a positive impact on follower development and follower performance.
Transformational leadership skills can be learned and are not inborn personality traits. - 20*Charismatic LeadershipA Charismatic leader is an enthusiastic and self-confident leader who has the ability to inspire and motivate people to do more than they would normally do by creating an atmosphere of change.
5 personal characteristics of charismatic leaders:
1. have a vision
2. able to articulate that vision
3. willing to take risks to achieve that vision
4. sensitive to both environmental constraints and follower needs
5. exhibit behaviours that are out of the ordinary
Impressive correlations between charismatic leadership and high performance and satisfaction among followers.
Most experts think that individuals can be trained to exhibit charismatic behaviours. - 21*Visionary LeadershipVisionary leadership is the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.
- 22*Team leadershipThe role of a team leader becomes increasingly significant as work teams become more prevalent.
An effective team leader must learn skills such as patiently sharing information, being able to trust others, to give up authority and understanding when to intervene.
Two priorities:
1. managing the team’s external boundary
2. facilitating the team process.
4 specific leadership roles:
1. coach
2. liaison with external constituencies
3. trouble-shooter
4. conflict manager - 23Current Issues in Leadership1. managing power
2. developing trust
3. empowering employees
4. leading across cultures
5. becoming an effective leader - 241. Managing PowerPower is the potential ability to influence the behaviour of others.
5 sources of power:
1. Legitimate power: positional power
2. coercive power: power to punish or control
3. reward power: power to give rewards
4. expert power: power based on leader’s expertise or knowledge
5. referent power: power that arises because of a person’s personal traits - 252. Developing TrustLeading in today’s uncertain complex world must consider building trust and credibility.
1. Credibility is built on honesty. Leader’s credibility is judged in terms of honesty, competence and enthusiasm.
2. Trust is defined as the belief in the integrity, character, and ability of a leader. - 26Concept of Trust5 dimensions:
1. Integrity: honesty and truthfulness
2. Competence: technical and interpersonal knowledge and skills
3. Consistency: reliability, predictability, and good judgment in handling situations
4. Loyalty: willingness to protect a person, physically and emotionally
5. Openness: willingness to share ideas and information freely
‘integrity’ seems to be the most critical when someone assesses another’s trustworthiness - 27How to Building Trust1. Practice openness
2. Be fair
3. Speak your feelings
4. Tell the truth
5. Show consistency
6. Fulfil your promises
7. Maintain confidences
8. Demonstrate competence - 28Why developing trust is important?Trust in leadership is significantly related to:
1. positive job outcomes
2. job performance
3. organisational citizenship behaviour
4. job satisfaction
5. organisational commitment.
Downsizing, financial challenges, and the increased use of temporary employees have undermined employees’ trust in their leaders and shaken the confidence of investors, suppliers, and customers. - 293. empowering employeesEmpowerment involves increasing the decision-making discretion of workers.
Reasons to empowering employees:
1. need for quick decisions by those people who are most knowledgeable about the issues
2. successfully compete in a dynamic global economy, employees have to be able to make decisions and implement changes quickly
3. organisational downsizing has given managers larger spans of control, and in order to cope, managers are turning to employee empowerment
Empowering employees is beneficial when employees have necessary knowledge, skills, and experience to handle work competently - 304. leading across culturesThere is no one effective leadership style.
National culture affects leadership style because it influences how followers will respond.
Leaders are constrained by cultural conditions of their followers. - 31Globe research programmeIt is the most extensive and comprehensive cross-cultural study of leadership.
Leadership has some universal aspects. This study reinstates the effectiveness of transformational leadership across different national cultures.
GLOBE team to conclude that “effective business leaders in any country are expected by their subordinates to provide a powerful and proactive vision to guide the company into the future, strong motivational skills to stimulate all employees to fulfil the vision, and excellent planning skills to assist in implementing the vision. - 325. becoming an effective leaderOrganisations need effective leaders. Two issues pertinent to becoming an effective leader:
1. leader training
2. substitutes for leadership - 33leader trainingNot everyone can be a leader. So, leadership training is most effective with individuals who have leadership traits like those who rank high on self-monitoring trait.
Imparting different skills:
1. vision creation
2. trust-building
3. mentoring
4. situational analysis skills
They can learn how to evaluate situations, how to modify situations to make them fit better with their style, and how to assess which leader behaviours might be most effective in given situations. - 34substitutes for leadershipLeadership may not be always relevant and important.
Certain individual, job, and organisational variables can act as “substitutes for leadership” and thus nullify the role of a leader.
(eg; follower characteristics such as experience, training, professional orientation, or need for independence can neutralise the effect of leadership. These characteristics can replace the employee’s need for a leader’s support or ability to create structure and reduce task ambiguity.) - 35Little or no leadership is required in what type of organisation(i) routine jobs
(ii) cohesive groups with explicit goals and rigid rules
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- 1 BUS101: Management Fichas sobre su 5, creado por shan lin el 15/11/2015.
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