Download Chapter 13: Leading

PowerPoint Presentation
to Accompany
Management, 2/e
John R. Schermerhorn, Jr .
and Barry Wright
Chapter 11:
Leading and Leadership Development
Prepared by: Jim LoPresti
University of Colorado, Boulder
Revised by: Dr. Shavin Malhotra
Ryerson University, Toronto, Ontario
Published by: John Wiley & Sons Canada, Ltd.
Planning Ahead — Chapter 11 Study Questions
 What is the nature of leadership?
 What are the important leadership traits and
behaviours?
 What are the contingency approaches to
leadership?
 What are some current issues in leadership
development?
 What is the communication process?
 How can communication be improved?
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Study Question 1: What is the nature of leadership?
 Leadership.
• The process of inspiring others to work hard to accomplish
important tasks.
 Contemporary leadership challenges:
•
•
•
•
Shorter time frames for accomplishing things.
Expectations for success on the first attempt.
Complex, ambiguous, and multidimensional problems.
Taking a long-term view while meeting short-term demands.
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Figure 11.1 Leading viewed in relationship to the other
management functions.
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Study Question 1: What is the nature of leadership?
 Power.
• Ability to get someone else to do something you want done or
make things happen the way you want.
 Power should be used to influence and control others
for the common good rather seeking to exercise
control for personal satisfaction.
 Two sources of managerial power:
• Position power.
• Personal power.
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Study Question 1: What is the nature of leadership?
 Position power.
• Based on a manager’s official status in the
organization’s hierarchy of authority.
 Sources of position power:
• Reward power.
• Capability to offer something of value.
• Coercive power.
• Capability to punish or withhold positive outcomes.
• Legitimate power.
• Organizational position or status confers the right to
control those in subordinate positions.
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Study Question 1: What is the nature of leadership?
 Personal power.
• Based on the unique personal qualities that a person brings to
the leadership situation.
 Sources of personal power:
• Expert power.
• Capacity to influence others because of one’s knowledge and
•
skills.
Referent power.
• Capacity to influence others because they admire you and
want to identify positively with you.
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Figure 11.2 Sources of position power and personal
power used by managers.
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Study Question 1: What is the nature of leadership?
Visionary leadership.
• Vision
• A future that one hopes to create or achieve in
order to improve upon the present state of
affairs.
• Visionary leadership
• A leader who brings to the situation a clear and
compelling sense of the future as well as an
understanding of the actions needed to get
there successfully.
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Study Question 1: What is the nature of leadership?
 Meeting the challenges of visionary
leadership:
• Challenge the process.
• Show enthusiasm.
• Help others to act.
• Set the example.
• Celebrate achievements.
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Study Question 1: What is the nature of leadership?
 Servant leadership
•
Commitment to serving others.
•
Followers more important than leader.
•
“Other centered” not “self-centered”.
•
Power not a “zero-sum” quantity.
•
Focuses on empowerment, not power.
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Study Question 1: What is the nature of leadership?
 Servant Leadership and empowerment.
• Empowerment.
• The process through which managers enable and help others
•
to gain power and achieve influence.
Effective leaders empower others by providing them with:
• Information.
• Responsibility.
• Authority.
• Trust.
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Study Question 2: What are the important leadership
traits and behaviours?
 Traits that are important for leadership success:
•
•
•
•
•
•
•
•
Drive
Self-confidence
Creativity
Cognitive ability
Business knowledge
Motivation
Flexibility
Honesty and integrity
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Study Question 2: What are the important leadership
traits and behaviours?
Leadership behaviour
• Leadership behaviour theories focus on how leaders behave
when working with followers.
• Leadership styles are recurring patterns of behaviours
exhibited by leaders.
• Basic dimensions of leadership behaviours:
• Concern for the task to be accomplished.
• Concern for the people doing the work.
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Study Question 2: What are the important leadership
traits and behaviours?
 Task concerns
• Plans and defines work
to be done.
• Assigns task
responsibilities.
• Sets clear work
standards.
• Urges task completion.
• Monitors performance
results.
 People concerns
• Acts warm and
supportive toward
followers.
• Develops social
rapport with
followers.
• Respects the feelings
of followers.
• Is sensitive to
followers’ needs.
• Shows trust in
followers.
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Study Question 2: What are the important leadership
traits and behaviours?
 Blake and Mouton Leadership Grid
• Team management.
• High task concern; high people concern.
• Authority-obedience management.
• High task concern; low people concern.
• Country club management.
• High people concern; low task concern.
• Impoverished management.
• Low task concern; low people concern.
• Middle of the road management.
• Non-committal for both task concern and people concern.
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Figure 11.3 Managerial styles in Blake and Mouton’s
Leadership Grid.
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Study Question 2: What are the important leadership
traits and behaviours?
 Classic leadership styles:
• Autocratic style.
• Emphasizes task over people, keeps authority and information within
the leader’s tight control, and acts in a unilateral command-and-control
fashion.
• Human relations style
• Emphasizes people over work
• Laissez-faire style.
• Shows little concern for task, lets the group make decisions, and acts
with a “do the best you can and don’t bother me” attitude.
• Democratic style.
• Committed to task and people, getting things done while sharing
information, encouraging participation in decision making, and helping
people develop skills and competencies.
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Study Question 3: What are the contingency
approaches to leadership?
 Fiedler’s Contingency Model.
• Good leadership depends on a match between
leadership and situational demands.
• Determining leadership style:
• Low LPC  task-motivated leaders.
• High LPC  relationship-motivated leaders.
• Leadership is part of one’s personality, and therefore
relatively enduring and difficult to change.
• Leadership style must be fit to the situation.
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Study Question 3: What are the contingency
approaches to leadership?
 Fiedler’s contingency model (cont.).
• Diagnosing situational control:
• Quality of leader-member relations (good or poor).
• Degree of task structure (high or low).
• Amount of position power (strong or weak).
• Task oriented leaders are most successful in:
• Very favourable (high control) situations.
• Very unfavourable (low control) situations.
• Relationship-oriented leaders are most successful in:
• Situations of moderate control.
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Figure 11.4 Matching leadership style and situation:
summary predictions from Fiedler’s contingency
theory.
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Study Question 3: What are the contingency approaches
to leadership?
Hersey-Blanchard situational leadership
model.
• Leaders adjust their styles depending on the
readiness of their followers to perform in a
given situation.
• Readiness — how able, willing and confident
followers are in performing tasks.
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Figure 11.5 Leadership implications of the HerseyBlanchard situational leadership model.
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Study Question 3: What are the contingency approaches
to leadership?
Hersey-Blanchard leadership styles:
• Delegating.
• Low-task, low-relationship style.
• Works best in high readiness-situations
• Participating.
• Low-task, high-relationship style.
• Works best in low- to moderate-readiness
situations.
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Study Question 3: What are the contingency approaches
of leadership?
Hersey-Blanchard leadership styles:
• Selling.
• High-task, high-relationship style.
• Work best in moderate- to high-readiness
situations.
• Telling.
• High-task, low-relationship style.
• Work best in low-readiness situations.
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Study Question 3: What are the contingency approaches
to leadership?
House’s path-goal leadership theory.
• Effective leadership deals with the paths
through which followers can achieve
goals.
• Leadership styles for dealing with pathgoal relationships:
• Directive leadership.
• Supportive leadership.
• Achievement-oriented leadership.
• Participative leadership.
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Figure 11.6 Contingency relationships in the path-goal
leadership theory.
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Study Question 3: What are the contingency approaches
to leadership?
 House’s leadership styles:
• Directive leadership.
• Communicate expectations.
• Give directions.
• Schedule work.
• Maintain performance standards.
• Clarify leader’s role.
• Supportive leadership.
•
•
•
•
Make work pleasant.
Treat group members as equals.
Be friendly and approachable.
Show concern for subordinates’ well-being.
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Study Question 3: What are the contingency approaches
to leadership?
 House’s leadership styles:
• Achievement-oriented leadership.
• Set challenging goals.
• Expect high performance levels.
• Emphasize continuous improvement.
• Display confidence in meeting high standards.
• Participative leadership.
• Involve subordinates in decision making.
• Consult with subordinates.
• Ask for subordinates’ suggestions.
• Use subordinates’ suggestions.
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Study Question 3: What are the contingency approaches
to leadership?
When to use House’s leadership styles:
• Use directive leadership when job
•
•
•
assignments are ambiguous.
Use supportive leadership when worker selfconfidence is low.
Use participative leadership when
performance incentives are poor.
Use achievement-oriented leadership when
task challenge is insufficient.
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Study Question 3: What are the contingency approaches
to leadership?
 Leader-Member Exchange Theory (LMX)
• Not all people are treated the same by leaders
in leadership situations
•
“In groups”
•
•
High LMX
“Out groups”
•
Low LMX
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Study Question 3: What are the contingency approaches
to leadership?
 Leader-Member Exchange Theory (LMX)
Nature of the exchange is based on presumed characteristics by
the leader
•
•
High LMX relationship:
•
favourable personality
•
competency
•
compatibility
Low LMX relationship:
•
low competency
•
unfavourable personality
•
low compatibility
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Figure 11.7 Elements of leader-member
exchange theory.
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Study Question 3: What are the contingency
approaches to leadership?
Vroom-Jago leader-participation
theory.
• Helps leaders choose the method of
decision making that best fits the nature
of the problem situation.
• Basic decision-making choices:
• Authority decision.
• Consultative decision.
• Group decision.
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Figure 11.8 Leadership implications of Vroom-Jago
leader-participation model.
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Study Question 3: What are the contingency
approaches to leadership?
Decision-making options in the
Vroom-Jago leader-participation
theory:
• Decide alone.
• Consult individually.
• Consult with group.
• Facilitate.
• Delegate.
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Study Question 3: What are the contingency
approaches to leadership?
 Contingency factors in the Vroom-Jago
leader-participation theory:
• Decision quality.
• Who has the information needed for problem
solving.
• Decision acceptance.
• Importance of subordinate acceptance to eventual
implementation.
• Decision time.
• Time available to make and implement the decision.
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Study Question 3: What are the contingency approaches
to leadership?
 According to Vroom-Jago leaderparticipation theory, a leader should use
authority-oriented decision methods when
• The leader has greater expertise to solve a problem.
• The leader is confident and capable of acting alone.
• Others are likely to accept and implement the
decision.
• Little or no time is available for discussion.
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Study Question 3: What are the contingency approaches
to leadership?
 According to Vroom-Jago leader-participation
theory, a leader should use group-oriented and
participative decision methods when …
• the leader lacks sufficient information to solve a problem by
himself/herself.
• the problem is unclear and help is needed to clarify the
situation.
• acceptance of the decision and commitment by others is
necessary for implementation.
• adequate time is available for true participation.
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Study Question 3: What are the contingency approaches
to leadership?
 Benefits of participative decision methods:
• Help improve decision quality.
• Help improve decision acceptance.
• Helps develop leadership potential.
 Potential disadvantages of participative
decision methods:
• Lost efficiency.
• Not particularly useful when problems must be
solved immediately.
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Study Question 4: What are some current issues in
leadership development?
Superleaders.
• Persons whose vision and strength of
personality have an extraordinary impact
on others.
Charismatic leaders.
• Develop special leader-follower
relationships and inspire others in
extraordinary ways.
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Study Question 4: What are some current issues in
leadership development?
Transactional leadership
• Someone who directs the efforts of others
through tasks, rewards, and structures
Transformational leadership
• Someone who is truly inspirational as a
leader and who arouses others to seek
extraordinary performance
accomplishments.
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Study Question 4: What are some current issues in
leadership development?
Characteristics of transformational
leaders:
• Vision.
• Charisma.
• Symbolism.
• Empowerment.
• Intellectual stimulation.
• Integrity.
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Study Question 4: What are some current issues in
leadership development?
Emotional intelligence.
• The ability of people to manage themselves
and their relationships effectively.
• Components of emotional intelligence:
•
•
•
•
•
Self-awareness.
Self-regulation.
Motivation.
Empathy.
Social skill.
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Study Question 4: What are some current issues in
leadership development?
 Gender and leadership.
• Both women and men can be effective leaders.
• Women tend to use interactive leadership.
• A style that shares qualities with transformational
leadership.
• Men tend to use transactional leadership.
• Interactive leadership provides a good fit with
the demands of a diverse workforce and the
new workplace.
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Study Question 4: What are some current issues in
leadership development?
Gender and leadership
• Future leadership success will depend
on a person’s capacity to lead through:
•
•
•
•
Openness.
Positive relationships.
Support.
Empowerment.
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Study Question 4: What are some current issues in
leadership development?
 Moral leadership.
• Ethical leadership adheres to moral standards meeting the
test of “good” rather than “bad” and “right” rather than
“wrong.”
• All leaders are expected to maintain high ethical standards.
• Long-term, sustainable success requires ethical behaviour.
• Integrity involves the leader’s honesty, credibility, and
consistency in putting values into action.
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Study Question 4: What are some current issues in
leadership development?
 Moral leadership
• Leaders with integrity earn the trust of their followers.
• Leaders have a moral obligation to build performance
capacities by awakening people’s potential.
• Authentic leadership activates performance through the
positive psychological states of confidence, hope, optimism,
and resilience.
• Authentic leadership helps in clearly framing and responding
to moral dilemmas, and serving as ethical role models.
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Study Question 4: What are some current issues in
leadership development?
Drucker’s “old-fashioned” leadership.
• Leadership is more than charisma; it is
“good old-fashioned” hard work.
• Essentials of “old-fashioned” leadership:
• Defining and establishing a sense of
mission.
• Accepting leadership as a “responsibility”
rather than a rank.
• Earning and keeping the trust of others.
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Study Question 5: What is the communication
process?
 Communication.
• An interpersonal process of sending and receiving
symbols with messages attached to them.
 Key elements of the communication
process:
•
•
•
•
•
•
Sender.
Message.
Communication channel.
Receiver.
Interpreted meaning.
Feedback.
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Figure 11.9 The interactive two-way process of
interpersonal communication.
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Study Question 5: What is the communication
process?
Effective and efficient communication:
• Effective communication
• Occurs when the intended meaning of the
sender is identical to the interpreted
meaning of the receiver.
• Efficient communication
• Occurs at a minimum resource cost.
• Potential trade-offs between effectiveness
and efficiency must be recognized.
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Study Question 5: What is the communication
process?
 Persuasion and credibility in
communication.
• Communication is used for sharing information and
influencing other people.
• Persuasion is getting someone else to support the
message being presented.
• Horizontal structures and empowerment are
important contexts for persuasion.
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Study Question 5: What is the communication
process?
Persuasion and credibility in
communication
Expert power and referent power are
essential for persuasion.
• Credibility involves trust, respect, and
integrity in the eyes of others.
• Credibility can be built through
expertise and relationships.
•
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Study Question 5: What is the communication
process?
Sources of noise in communication:
• Poor choice of channels.
• Poor written or oral expression.
• Failure to recognize nonverbal signals.
• Physical distractions.
• Status effects.
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Study Question 5: What is the communication process?
 Poor choice of channels.
• Choose the channel that works best.
• Written channels work for messages that:
• Are simple and easy to convey.
• Require extensive dissemination quickly.
• Convey formal policy or authoritative directives.
• Spoken channels work best for messages that:
• Are complex or difficult to convey where immediate
feedback is needed.
• Attempt to create a supportive, even inspirational,
climate.
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Study Question 5: What is the communication process?
 Guidelines for making oral presentations:
•
•
•
•
•
•
•
•
•
Be prepared.
Set the right tone.
Sequence points.
Support your points.
Accent the presentation.
Add the right amount of polish.
Check your technology.
Don’t bet on the Internet.
Be professional.
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Study Question 5: What is the communication process?
 Failure to recognize nonverbal signals.
• Nonverbal communication takes place through
gestures, facial expressions, body posture, eye
contact, and use of interpersonal space.
• Mixed messages occur when a person’s words and
nonverbal signals communicate different things.
• The growing use of communication technologies
causes important nonverbal communication to be
lost.
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Study Question 5: What is the communication process?
Physical distractions.
• Include interruptions from telephone calls,
drop-in visitors, a lack of privacy, etc.
• Can interfere with the effectiveness of a
communication attempt.
• Can be avoided or at least minimized through
proper planning.
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Study Question 5: What is the communication process?
Status effects.
• Occur when an organization’s hierarchy of
authority creates a barrier to effective
communication.
• Status effects include:
• Filtering — the intentional distortion of
information to make it appear favourable to
the recipient.
• Subordinates acting as “yes men.”
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Study Question 6: How can communication be
improved?
 Active listening.
• The process of taking action to help someone say
exactly what he or she really means.
 Rules for active listening:
•
•
•
•
•
Listen for message content.
Listen for feelings.
Respond to feelings.
Note all cues, verbal and nonverbal.
Paraphrase and restate.
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Study Question 6: How can communication be
improved?
 Five rules for good listening:
• Listen for message content.
• Listen for feelings.
• Respond to feelings.
• Note all cues.
• Paraphrase and restate.
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Study Question 6: How can communication be
improved?
 Feedback.
• The process of telling others how you feel about
something they did or said, or about the situation in
general.
 Constructive feedback guidelines:
•
•
•
•
•
Give it directly.
Make it specific.
Give it when the receiver is willing/able to accept it.
Make sure it is valid.
Give it in small doses.
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Study Question 6: How can communication be
improved?
Proxemics and space design.
• Proxemics is the use of interpersonal
•
•
space.
Interpersonal space is an important
nonverbal cue.
Workspace layout is often overlooked as
a form of nonverbal communication but
is being increasingly recognized for its
impact on communication and
behaviour.
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Study Question 6: How can communication be
improved?
Use of communication channels.
• Channel richness is the capacity of a
communication channel to carry information
in an effective manner.
• Low channel richness is impersonal, one-way,
and fast.
• High channel richness is personal, two-way,
and slow.
• Managers need to choose a channel with the
appropriate richness for the communication.
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Study Question 6: How can communication be
improved?
 Ways to keep communication channels
open through interactive management.
•
•
•
•
•
•
•
Management by wandering around (MBWA).
Open office hours.
Regular employee group meetings.
Computer-mediated meetings and video conferences.
Employee advisory councils.
Communication consultants.
360-degree feedback.
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Study Question 6: How can communication be
improved?
 Tips on Managing Email.
•
•
•
•
•
•
•
•
•
Read items once
Take action immediately.
Purge folders of useless messages.
Send group mail/reply to all only when necessary.
Remove yourself from distribution lists that don’t add value.
Send short messages in the subject line.
Put large files on websites.
Use instant messaging as an alternative
Don’t forget the basic rule of email privacy – there isn’t any.
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Figure 11.10 Channel richness and the use of
communication media.
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Study Question 6: How can communication be
improved?
 Technology utilization.
• Information technologies facilitate communication.
• The electronic grapevine speeds messages and
information from person to person.
• Functional if information is accurate and useful.
• Dysfunctional if information is false, distorted, or based
on rumor.
• E-mail privacy.
• Employer’s policy on personal e-mail.
• Don’t assume that e-mail privacy exists at work..
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Study Question 6: How can communication be
improved?
 Valuing culture and diversity.
• Ethnocentrism is the tendency to consider one’s
•
culture superior to any and all others.
Ethnocentrism can cause people to:
• Not listen to others.
• Address or speak to others in ways that alienate
them.
• Use inappropriate stereotypes in dealing with
someone from another culture.
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