Download 18 - McGraw Hill Higher Education

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
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18-3
© 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
The Tannenbaum and Schmidt Continuum Of
Leadership Behavior
Boss-centered
leadership
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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
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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
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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
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External
representation
© 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
Mintzberg’s Managerial Roles
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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
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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.