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18-1 Chapter Eighteen Great Leaders: Styles, Activities, and Skills McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 18-2 Learning Objectives • Relate the style implications from the classic studies and modern theories of leadership • Present the widely recognized traditional styles of leadership, including those from the managerial grid and the life-cycle approach • Discuss the findings on leadership roles and activities • Examine the relationship that activities have with successful and effective leaders • Identify and analyze the skills needed for effective leadership of today’s organizations McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Summary Continuum Of Leadership Styles Drawn From The Classic Studies And Theories Of Leadership Boss-Centered Employee-Centered Theory X Theory Y Autocratic Democratic Production-centered Employee-centered Close General Initiating structure Consideration Task-directed Human relations Directive Supportive Directive Participative McGraw-Hill/Irwin 18-3 © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. The Tannenbaum and Schmidt Continuum Of Leadership Behavior Boss-centered leadership 18-4 Employee-centered leadership Use of authority by the manager Area of freedom for subordinates Manager makes decisions and announces it Manager “sells” decision McGraw-Hill/Irwin Manager presents ideas and invites questions Manager presents tentative decision subject to change Manager presents problem, gets suggestions, makes decision Manager defines limits; asks group to make decision Manager permits subordinates to function within defined limits © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. The Blake And Mouton Managerial Grid 9 Concern for People 9,9 Management Work accomplishment is from committed people 1,9 Management Thoughtful attention to needs of people 8 18-5 7 5,5 Management Adequate organization performance is possible by balancing morale of people with work 6 5 4 3 2 1 1,1 Management Minimum effort to get work done will sustain organizational membership 1 2 3 9,1 Management Efficiency in operations by minimizing human element’s contributions 4 5 6 7 8 9 Concern for Task McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Hersey And Blanchard’s Situational Leadership Model 18-6 RELATIONSHIP ORIENTED TASK ORIENTED Very high McGraw-Hill/Irwin High Low Maturity Level of Followers Very low © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Factors Contributing To Effective Leadership Style Passion and self-sacrifice Vision Confidence, determination, persistence Inspirational communication Frame alignment Effective Leadership Selective motive arousal Image building Role modeling Expectation of and confidence in followers McGraw-Hill/Irwin 18-7 External representation © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Mintzberg’s Managerial Roles 18-8 FORMAL AUTHORITY AND STATUS INTERPERSONAL ROLES Figurehead Leader Liaison INFORMATIONAL ROLES Monitor Disseminator Spokesperson DECISIONAL ROLES Entrepreneur Disturbance handler Resource allocator Negotiator McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Luthan’s Conceptual Categories Of Real Managers’ Activities TYPE OF ACTIVITY Routine communication 18-9 DESCRIPTION OF CATEGORIES Exchanging information Handling paperwork Planning Traditional management Decision making Controlling Networking Interacting with outsiders Socializing/Politicking Motivating/Reinforcing Disciplining/Punishing Human resource management Managing conflict Staffing Training/Developing McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Relative Distribution Of Managers’ Activities 29% 20% McGraw-Hill/Irwin 18-10 19% 32% Networking Traditional Management Human Resources Routine Communication © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.