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Leadership
This document discusses various leadership theories and styles. It defines leadership as influencing others to achieve goals, and distinguishes leaders from managers by focusing on vision versus productivity. Leadership traits that differentiate leaders from non-leaders include drive, desire to lead, honesty, self-confidence, and business knowledge. Leadership styles discussed include initiating structure, consideration, directive, supportive, participative, and achievement-oriented. Contingency theories like Fiedler's, path-goal, and normative decision theory examine how leadership style depends on situational factors. Visionary leadership creates a positive future vision, while transformational leadership inspires followers and charismatic leadership attracts through strong personalities.
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Leadership
- 1. LEADERSHIP Chapter 14 Generosa, Morales,Sia, Pineda
- 2. WHAT IS LEADERSHIP? Theprocess of influencing others to achieve group or organizational goals.
- 3. LEADERS VERSUS MANAGERS Leaders •Are concerned with doing the right thing. Managers • Are concerned with doing things right. • Focus on vision, mission, goals, and objectives. • Focus on productivity and efficiency. • Take a long term view. • Have a relatively shortterm perspective.
- 4. LEADERS VERSUS MANAGERS Leaders •Concerned with expanding people’s choice and options. Managers • Concerned with control and limiting the choice of others. • Inspire and motivate others to find their own solutions. • Solve problems so that others can do their work. • More concerned with ends, what gets done. • More concerned with means, how things done.
- 5. MANAGERS are criticalto getting out the day-to day work. LEADERS are critical to inspiring employees and setting the organization’s long term direction.
- 6.
- 7. • A leadershiptheory that holds that effective leaders possess a similar set of traits or characteristics. • Is also known as the “great person” theory. • TRAITS - a relatively stable characteristics such as abilities, psychological motives, and consistent patterns of behavior.
- 8. LEADERS are differentfrom NONLEADERS in the following traits: Drive The desire to lead Honesty/integrity Self-confidence Emotional stability Cognitive ability Knowledge of the business
- 9. DRIVE Refers to ahigh level of effort and is characterized by achievement, motivation, initiative, energy, and tenacity.
- 10. DESIRE TO LEAD Theywant to be in charge and think about ways to influence or convince others.
- 11. HONESTY/ INTEGRITY HONESTY beingtruthful with others, is a cornerstone of leadership. INTEGRITY is the extent to which leaders do what they say or they will do.
- 12. SELF-CONFIDENCE Believing in one’sabilities Are more decisive and assertive.
- 13. EMOTIONAL STABILITY Refers tothe state of being able to have the appropriate feelings about the common experiences and being able to act in a rational manner.
- 14. COGNITIVE STABILITY Refers tothe individual’s capacity to think, reason, and problem solved.
- 15. KNOWLEDGE OF THE BUSINESS Understandthe key technological decisions and concerns facing their companies.
- 16.
- 17. INITIATING STRUCTURE The degreeto which a leader structures the role of followers by setting goals, giving directions, setting deadlines, and assigning tasks.
- 18. CONSIDERATION The extent towhich a leader is friendly, approachable, and supportive and show concerns for employees.
- 19. Specific leader consideration behaviorsinclude: Listening to employees’ problems and concerns. Consulting with employees before making decisions. Treating employees as equals.
- 20. FIEDLER’S CONTIGENCY THEORY shows therelationship between the leader’s orientation or style and group performance under differing situational conditions.
- 21. Fiedler assumes that.. Leadersstyle is fixed and can be measured by the least preferred co-worker (LPC) questionnaire
- 22. Least Preferred Co-Worker (LPC)Questionnaire
- 23. High Score • Relationship Oriented LowScore • Task Oriented
- 24. RELATIONSHIP ORIENTED Are betterleaders under favorable situations.
- 25. TASK ORIENTED Are betterleaders in highly favorable and unfavorable situations.
- 26. Situational Favorableness LEADER-MEMBERRELATIONS Which refers to how well and there is a friendly work atmosphere TASK STRUCTURE Is the degree to which the requirements of a subordinate’s tasks are clearly specified
- 27. Situational Favorableness POSITIONPOWER The degree to which leaders are able to hire, fire, reward and punish workers.
- 28. PATH GOAL THEORY: ADAPTING LEADER BEHAVIOR
- 29. • States thatleaders can increase subordinate satisfaction and performance by clarifying & clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.
- 30. Leaders have tomeet 2 conditions 1. The leaders behavior must be a source of immediate or future satisfaction for followers. 2. While providing the coaching, guidance and all, they must also compliment and not duplicate the characteristics of follower’s work environment
- 31. 4 kinds ofleadership styles 1. Directive leadership – a style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance & makes sure that people follow rules and regulations.
- 32. 2. Supportive leadership– a style in which the leader is friendly and approachable, shows concern for employees and their welfare, treats them as equals and creates a friendly climate. 3. Participative leadership – a style in which the leader consults employees for their suggestions and input before making decisions.
- 33. 4. Achievement –oriented leadership – style in which the leader sets challenging goals, has high expectations of employees and displays confidence that employees will assume responsibility and put forth extraordinary effect.
- 34.
- 35. 3 kinds ofsubordinate contingencies 1. Perceived ability – simply how much ability subordinates believe they have for doing their job well. 2. Experience – experienced employees are likely to react in a similar way.
- 36. 3. Locus ofcontrol – is a personality measure that indicates the extent to which people believe that they have control over what happens to them in life.
- 37. • Internals –believe that what happens to them, good or bad, is largely a result of their choices and actions. • Externals – believe that what happens to them is caused by external forces beyond their control.
- 38. 3 kinds ofenvironmental contingencies 1. Task structure – the degree to which the requirements of a subordinate’s tasks are clearly specified. 2. Formal Authority System – is an organization’s set of procedures, rules and policies.
- 39. 3. Primary workgroup – refers to the amount of work-oriented participation or emotional support that is provided by an employee’s immediate work group.
- 40. HOW TO APPLYPATH-GOAL THEORY • Clarify paths to goals. • Clear paths to goals by solving problems and removing roadblocks. • Increase the number and kinds of rewards available for goal attainment. • Do things that satisfy followers today or will lead to future rewards or satisfaction. • Offer followers something unique and valuable beyond what they’re experiencing or can already do for themselves.
- 41. When to useDirective, Supportive, Participative or Achievement-Oriented Leadership DIRECTIVE SUPPORTIVE PARTICIPATIVE Unstructured tasks Structured, simple, repetitive tasks; stressful, frustrating tasks Complex tasks Workers with external locus of control Workers lack confidence Workers with internal locus of control Unclear formal authority system Clear formal authority system Workers not satisfied with rewards Inexperienced workers Experienced workers Workers with low perceived ability Workers with high perceived ability ACHIEVEMENTORIENTED Unchallenging taks
- 42. Subordinate Contingencies •Perceived Ability •Locusof Control •Experience Leadership Styles •Directive •Supportive •Participative •Achievement- Oriented Outcomes •Subordinate Satisfaction •Subordinate Performance Environmental Contingencies •Task Structure •Formal Authority System •Primary Work Group
- 43. NORMATIVE DECISION THEORY It helpsleaders decide how much employee participation should be used when making decisions.
- 44. DECISION STYLES • Usinginformation available at the time, the leader solves the problem or makes the decision. • The leader obtains necessary information from employees and then selects a solution to the problem. When asked to share information, employees may or may not be told what the problem is.
- 45. • The leadershares the problem and gets ideas and suggestions from relevant employees on an individual basis. Individuals are not together as a group so the leader makes the decision. • The leader shares the problem with employees as a group, obtains their ideas and suggestions, and then makes the decision.
- 46. • The leadershares the problem with employees as a group, acts as a facilitator and does not try to influence the group and is willing to accept and implement any solution that has the support of the entire group.
- 47. DECISION RULES TOINCREASE DECISION QUALITY • • • • • Quality Rule Leader Information Rule Subordinate Information Rule Goal Congruence Rule Problem Structure Rule
- 48. DECISION RULES TOINCREASE DECISION ACCEPTANCE • Commitment Probability Rule • Subordinate Conflict Rule • Commitment Requirement Rule
- 49. VISIONARY LEADERSHIP Creates apositive image of the future that motivates organizational members and provides direction for future planning and goal setting.
- 50. Two Kinds ofVisionary leadership: CHARISMATIC LEADERSHIP TRANSFORMATIONAL LEADERSHIP
- 51. Two Kinds ofVisionary leadership: CHARISMATIC LEADERSHIP Charisma is a Greek word meaning “divine gift”. The behavioral tendencies and personal characteristics of leaders that create exceptionally strong relationships between them and their followers.
- 52. Two Kinds ofVisionary leadership: CHARISMATIC LEADERSHIP Charismatic leaders have strong, confident, dynamic personalities that attracts followers and enable the leaders to create strong bond with their followers.
- 53. Charismatic leaders also: Articulateclear visions for the future that are base on strongly held values or morals Model those values by acting in ways consistent with their visions Communicate high performance expectations to followers Display confidence in followers’ abilities to achieve visions
- 54. Two Kinds ofCharismatic Leaders: ETHICAL CHARISMATICS UNETHICAL CHARISMATICS
- 55. ETHICAL CHARISMATIC UNETHICAL CHARISMATIC Provide developmental opportunities for followers, Are open to positive and negative feedback, Recognize others’ contributions, share information, Has moral standards that emphasize the larger interests of the group, organization, or society. Control and manipulate followers, Do what is the best for themselves instead of their organizations, Wants to hear only positive feedback, Share only information that is beneficial to themselves, Have moral standards that put their interests before everyone else’s
- 56. TRANSFORMATIONAL LEADERSHIP Goes further bygenerating awareness and acceptance of a group's purpose and mission and by getting employees to see beyond their own needs and self-interest for the good of the group.
- 57. Four Components of transformationalleadership: CHARISMATIC LEADERSHIP OR IDEALIZED INFLUENCE INSPIRATIONAL MOTIVATION INTELLECTUAL STIMULATION INDIVIDUALIZED CONSIDERATION
- 58. Charismatic Leadership or IdealizedInfluence Means that transformational leaders act as role models for their followers.
- 59. INSPIRATIONAL STIMULATION Means thattransformational leaders motivate and inspire followers by providing meaning and challenge to their work.
- 60. INTELLECTUAL STIMULATION Means thattransformational leaders encourage followers to be creative and innovative, to question assumptions, and to look at problems and stimulations in new ways even if their ideas are different from the leaders.
- 61. INDIVIDUALIZED CONSIDERATION Means that transformationalleaders pay special attention to followers; individual needs by creating learning opportunities, accepting and tolerating individual differences, encouraging two-way communication, and being good listeners.
- 62. TRANSACTIONAL LEADERSHIP Leadership based onan exchange process, in which followers are rewarded for good performance and punished for poor performance.
- 63. NORMATIVE DECISION THEORY It helpsleaders decide how much employee participation should be used when making decisions.
- 64. Decision Styles • Usinginformation available at the time, the leader solves the problem or makes the decision. • The leader obtains necessary information from employees and then selects a solution to the problem. When asked to share information, employees may or may not be told what the problem is.
- 65. • The leadershares the problem and gets ideas and suggestions from relevant employees on an individual basis. Individuals are not together as a group so the leader makes the decision. • The leader shares the problem with employees as a group, obtains their ideas and suggestions, and then makes the decision.
- 66. • The leadershares the problem with employees as a group, acts as a facilitator and does not try to influence the group and is willing to accept and implement any solution that has the support of the entire group.