Quản trị kinh doanh - Chapter 13: Managers as leaders

Chapter 13Managers as LeadersDefine leadership in a global contextDistinguish among four basic types of leadersDemonstrate the progression of leadership thought and practice over timeAppraise contemporary and emerging leadership perspectivesLearning ObjectivesLeadershipProcess of influence aimed at directing behavior toward the accomplishment of objectivesLeaders – people who use critical thinking to successfully influence others to get positive organizational results through motivation and communicationLeadership in a global economyModality of communication has had a significant impact on leadership styles and behaviorGlobalized companies affected by external forces that can significantly change management challengesManagers as Leaders (p. 326)Positional power (p. 329)Legitimate power – influence that a manager has because of his or her title inside an organization or status in a communityReward power – influential ability to affect a team member positively through resources, preferred schedules, and additional statusCoercive power – influential ability to influence people through the threat of or actual negative consequences for undesired actionsManagers as Leaders (cont.)Personal power (p. 329)Referent power – influence that is based on a manager’s appealing traits or resources, such as charisma or the ability to offer an employee a promotionExpert power – influence that is derived from perceived knowledge, skill, or competenceE.g., a manager that is skilled in computer programming has expert power with a software development teamManagers as Leaders (cont.)Directive leadershipInvolves providing specific, task-focused directions, giving commands, assigning goals, close supervision, and constant follow-upInfluence based on position or legitimate powerTransactional leadershipCreates reward contingencies and exchange relationships that result in calculative compliance on the part of followersProvides rewards or punishments for performanceTypes of Leaders (p. 330)Transformational leadership (p. 330)Creating and communicating a higher-level vision in a charismatic way that elicits an emotional response and commitment from the followersEmpowering leadershipEmphasizes employee self-influence processes rather than hierarchical control processesActively encourages followers to take ownership of their own behaviors and work processes“Leading others to lead themselves” Types of Leaders (cont.)Trait perspectiveSystem of ideas that focuses on identifying effective leaders through personal characteristics that are difficult to obtain or cannot be learnedGreat Man Leaders – persons born into positions of power and authority and seen by some as having divine right to power (p. 333)Males were the predominant leaders throughout historyWomen are assuming more formal leadership roles throughout society The Evolution of Leadership (p. 332)Traits of women leadersThe Evolution of Leadership (cont.)Figure 13.1Major leadership traitsThe Evolution of Leadership (cont.)Figure 13.2Trait perspective (cont.)Emotional intelligence (EI) – four major emotional factors drive leadership performance (p. 333)Self-awarenessSelf-managementSocial awarenessRelationship managementThe Evolution of Leadership (cont.)Behavioral perspective (p. 334)Connects what managers do to their ability to influence othersTask behaviors – help team members achieve goalsRelationship behaviors – enable team members to be satisfied with one another and their situationOhio State studiesLeader Behavior Description QuestionnaireConsideration – nurture employees Initiating structure – focused on achieving tasks The Evolution of Leadership (cont.)Behavioral perspective (cont.)Michigan studies (p. 334)Employee oriented – focus on building interpersonal relationshipsMore effective leader behaviorProduction oriented – focus on task completionManagerial Grid (p. 335) – demonstrates how managers balance their concerns for results and peoplePlots a leader’s intensity for results and people on 9-point scalesDefines five major leadership stylesThe Evolution of Leadership (cont.)Managerial GridThe Evolution of Leadership (cont.)Figure 13.3Contingency perspective (p. 336)Rejects the notion that there is one best way to leadFiedler’s contingency theory – matches the most suitable leadership style with a particular business situationLeast preferred coworker scale – defines leadership styleHigh scorers are relationship motivatedLow scorers are task motivatedLeadership situation defined by:Leader-member relationsTask structurePosition powerThe Evolution of Leadership (cont.)Fiedler’s contingency modelThe Evolution of Leadership (cont.)Figure 13.4The Evolution of Leadership (cont.)Figure 13.5Contingency perspective (cont.)Situational leadership model (p. 338)Directive behavior – enables the team to achieve goals through clear directions, planning tasks, organizing and prioritizing team member actions, and defining a foreseeable path to successSupportive behavior – encourages positive interpersonal relationships and ensures that team members are comfortable with current circumstancesEmployees’ competence and commitment to achieving a goal determine the appropriate emphasis on directive and supportive behaviorsThe Evolution of Leadership (cont.)Situational leadership modelThe Evolution of Leadership (cont.)Figure 13.6Contingency perspective (cont.)Path-goal theory – focuses on leadership behaviors that motivate a team through clarification, support, and removal of barriers in pursuit of a goal (p. 338)Four categories of leader behaviorDirective ParticipativeSupportive Achievement orientedTeam member characteristics determine how leader is perceived by the teamNeed for affiliation Desire for controlPreference for structure Self-perceived level of ability Task characteristics also influence the team’s motivationTask design Group norms System authority The Evolution of Leadership (cont.)Path-goal theory modelThe Evolution of Leadership (cont.)Figure 13.7Path-goal theory motivation factorsThe Evolution of Leadership (cont.)Figure 13.8Path-goal theory modelThe Evolution of Leadership (cont.)Contemporary perspectives on leadership (p. 341)Transformational leaders – uplift and inspire their followers to higher levels of motivation and commitment achieved by:Idealized influence (charisma) and inspirationIntellectual stimulationIndividualized considerationCharismatic leadership – ability to motivate employees to exceed expected performance through a leaders inspiring behaviorPseudotransformational leaders – although effective, their primary aim and goals are to seek personal power and wealth or cause harm to othersThe Evolution of Leadership (cont.)Contemporary perspectives on leadership (cont.)Empowering leadership – encourages followers to take greater responsibility for their behavior (p. 341)Particularly appropriate in today’s dynamic and decentralized organizationsThe Evolution of Leadership (cont.)EmpowermentmethodsContemporary perspectives on leadership (cont.)Self-leadership – process through which people influence themselves to achieve the self-direction and self-motivation necessary to perform (p. 342)Behavior-focused strategiesNatural reward strategiesConstructive thought strategiesThe Evolution of Leadership (cont.)Servant leaderFocuses on the needs, objectives, and aspirations of team members to help them achieve organizational goalsIdeally suited to the service industryShared leadership (p. 343)Collaborative process in which team members share key leadership rolesGenerally involves employees engaging in effective self-leadership and responsible followershipAuthentic leadershipEncourages positive psychological capacities, an ethical climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-developmentBeyond Traditional Leadership (p. 342)