Quản trị kinh doanh - Chapter 15: Leadership

LeadershipChapter 151LeadershipThere is probably no topic more important to business success today than leadershipleadership occurs among people involves the use of influence is used to attain goalsManager’s Challenge: Aramark Corp.Different leaders behave in different ways – style, need, situation2LeadershipLeadership definitionDifferences in leadership and managementTheories of leadership effectiveness Charismatic and transformational leadershipHow leaders use power and influence to get things doneNew leadership approaches for today’s turbulent environment Different leaders behave in different ways – style, need, situationTopics Chapter 153Nature of LeadershipThe ability to influence people toward the attainment of organizational goals.Leadership is reciprocal, occurring among people.Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.Leadership is dynamic and involves the use of power.travel the globe solving problems4Leadership versus ManagementManagementPromotes stability, order and problem solving within existing organizational structure and systemsLeadershipPromotes vision, creativity, and changeMLTakes care of where you areTakes you to a new place5Leader versus Manager QualitiesManager QualitiesLeader QualitiesSource: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12SOULVisionaryPassionateCreativeFlexibleInspiringInnovativeCourageousImaginativeExperimentalInitiates changePersonal powerMINDRationalConsultingPersistentProblem solvingTough-mindedAnalyticalStructuredDeliberateAuthoritativeStabilizingPosition power6Leadership TraitsTraits - early efforts to understand leadership success focused on leader’s personal characteristicsGreat man approach - early research focused on leaders who had achieved a level of greatnessFind out what made them greatFind people with same traitsTraits = personal characteristics7Personal Characteristics of LeadersPhysical CharacteristicsEnergyPhysical staminaSocial BackgroundEducationMobilityIntelligence and AbilityJudgment, decisivenessKnowledgeIntelligence, cognitive abilityPersonalitySelf-confidenceHonesty & integrityEnthusiasmDesire to leadIndependenceWork-related CharacteristicsAchievement driveDrive to excelConscientiousness in pursuit of goalsPersistence against obstacles, tenacitySocial CharacteristicsSociability, interpersonal skillsCooperativenessAbility to enlist cooperationTact, diplomacySource: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).8Behavioral Approaches Ohio State StudiesConsideration: - people-oriented behaviorIs mindful of subordinatesEstablishes mutual trustProvides open communicationDevelops teamworkInitiating Structure: task-oriented behaviorDirects subordinate work activities toward goal attainmentTypically gives instructions, spends time planning, and emphasizes deadlinesProvides explicit schedules of work activities9Behavioral Approaches Michigan StudiesUniversity of Michigan compared the behavior of effective and ineffective supervisorsEmployee-centered leadersJob-centered leadersAt about the same time as Ohio State Studies10The Leadership GridTwo-dimensional leadership theory that measures the leader’s concern for people and for productionBuilds on the work of Ohio State and Michigan studiesBlake and MoutonExperiential Exercise: T-P Leadership Questionnaire11Leadership GridHighHighLowLowConcern for ProductionConcern for PeopleSource: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.1,9Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1 9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect. 5,5Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.Authority-ComplianceEfficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1The Leadership Grid5,512Contingency ApproachesFiedler’s Contingency TheoryHersey and Blanchard Situational TheoryEvans and House Path Goal TheoryRelationship between leadership style and situation13Fiedler’s Classification ofSituation FavorablenessSource: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly.Leaders needs to knowWhether they have a relationship- or task-oriented styleShould diagnose the situation and determine the favorableness of the following three areas14Hersey-Blanchard’s Situational Leadership TheoryLinks leader’s behavioral style with subordinates’ task readinessLow Readiness LevelVery High Readiness LevelHigh Readiness LevelModerate Readiness LevelLow Readiness LevelFollower CharacteristicsAppropriate Leader StyleTellingSellingParticipatingDelegating15Path Goal TheorySource: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985), 26-40.16Path-Goal Theory Leader BehaviorsSupportive leadership:Leader behavior that shows concern for subordinatesOpen, friendly, and approachableCreates a team climateTreats subordinates as equalsDirective leadership:Tells subordinates exactly what they are supposed to doPlanning, making schedules, setting performance goals, and behavior standardsClassification of (4) leader behaviors17Path-Goal Theory Leaders BehaviorsParticipative leadership:Consults with his or her subordinates about decisionsAchievement-oriented leadership:Sets clear and challenging goals for subordinatesBehavior stresses high-quality performanceClassification of (4) leader behaviors18Path-Goal Situational ContingenciesPersonal characteristics of group membersThe work environmentDegree of task structureNature of formal authority systemWork group itself19Path-Goal Situations &Preferred Leader BehaviorSource: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.20Substitutes for LeadershipSubstitute = situational variable that makes a leadership style unnecessary or redundant Neutralizer = situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors21Leading ChangeTransactional LeadersClarify the role and task requirements of subordinatesInitiate structureProvide appropriate rewardsDisplay consideration for subordinatesMeet the social needs of subordinates22Leading ChangeCharismatic LeadersThe ability to inspireMotivate people to do more than they would normally doTend to be less predictable than transactional leadersCreate an atmosphere of changeMay be obsessed by visionary ideas23Leading ChangeTransformational LeaderSimilar to charismatic leadersDistinguished by their special ability to bring about innovation and change byRecognizing followers’ needs and concernsHelping them look at old problems in new waysEncouraging them to question the status quo24Sources of PowerLegitimate 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.Expert Power: leader’s 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 leader25Post-Heroic Leadership for Turbulent TimesThe turbulence and uncertainty of the environment in which most organizations are operating is a significant influence on leadership stylesPost-heroic leader’s major characteristic is humilityEthical Dilemma: Does Wage Reform Start at the Top?26Leadership in Turbulent TimesThe concept and practice of leadership continues to grow and changePost-heroic approachServant leadershipLevel 5 leadershipInteractive leadershipE-leadershipMoral leadership27