Managers As Leader hg1u

Principles of Management

Managers as Leaders

CHAPTER-8

AFTER STUDYING THIS LECTURE, YOU SHOULD BE ABLE TO:

 Define leadership.  Asses how theories of Leadership help manger at workplace to guide and motivate the peoples.  Describe modern views of leadership.  Articulate the differences of leadership theories.  Discuss contemporary issues affecting leadership.

Leader Someone who can influence others and who has managerial authority

Leadership The process of influencing a group towards the achievement of goals

Simply….. Leading people Influencing people Commanding people

Guiding people

Managers vs. Leaders Managers  Focus on things  Do things right  Plan  Organize  Direct  Control  Follows the rules

Leaders  Focus on people  Do the right things  Inspire  Influence  Motivate  Build  Shape entities

Theories of Leadership

Early Theories of Leadership

Contingency Theories of Leadership

Early Theories of Leadership

Trait Theories

University of Iowa

Ohio State

Behavioral Theory

University of Michigan

Managerial Grid

Trait Theories

Trait Theories (1920s-30s) Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion

Seven Traits Associated with Leadership

Behavioral Theories Leadership theories that identified behaviors that differentiated effective leaders from ineffective leaders Four main behavioral studies

1-University of Iowa Democratic Style: Involving subordinates, delegating authority & encouraging participation Autocratic Style: Dictating work methods, centralized decision making & limited participation Example: leadership in Army Laissez-faire style: Giving group freedom to make decisions & make complete work -------------------------------------------------------------------------

 Research findings: mixed results Democratic style of leadership was most effective, although later studies showed mix result.

2-Ohio State Studies Identified two dimensions of leader behavior Initiating structure: the role of the leader in defining his or her role and the roles of group Consideration: the leader’s mutual trust and respect for group ’ ideas and feelings. ----------------------------------------------------Research findings: mixed results High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.

3-University of Michigan Studies Identified two dimensions of leader behavior Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment --------------------------------------------------Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

4-Managerial Grid Appraises leadership styles using two dimensions Concern for People: Measured leader’s concern for subordinates on a scale of 1-9 (low to high) Concern for Production: Measured leaders’ concern for getting job done on a scale of 1-9 (low to high)

Contingency Theories of Leadership The Fiedler Model Heresy & Blanchard's Situational Theory Path-Goal Theory

1-The Fiedler Model Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. Assumptions: A certain leadership style should be most effective in different types of situations.

Leaders do not readily change leadership styles. Matching the leader to the situation or changing the situation to make it favorable to the leader is required.

Least-preferred co-worker (LPC) questionnaire Determines leadership style by measuring responses to 18 pairs of contrasting adjectives.

High score: a relationship-oriented leadership style Low score: a task-oriented leadership style

Situational factors in matching leader to the situation: 1. Leader-member relations 2. Task structure 3. Position power

2-Hersey & Blanchard’s Situational Theory

A contingency theory that focuses on followers’ readiness. Readiness: The extent to which followers have the ability and willingness to accomplish a specific task

Leadership Styles and Follower Readiness (Hersey and Blanchard) Follower Readiness Able

Willing

Unwilling

ive Participative

Monitoring

Leadership Styles

Unable

Directive

High Task and Relationship Orientations

3-Path-Goal Model States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or to ensure their goals are compatible with organizational goals.  Leaders assume different leadership styles at different times depending on the situation:  Directive leader  ive leader  Participative leader  Achievement oriented leader

Path-Goal Theory

Theories

Focus on

Trait Theory.

QUALATIES and TRAITS

Behavioral Theory.

BEHAVIOUR

Contingency Leadership Theory

SITUATION

Transactional and .

EXCHANGE

Transformational Leadership Theory

VISION and MISSION

Contemporary Views on Leadership

Contemporary Views on Leadership Transactional Leadership Transformational Leadership Charismatic Leadership Visionary Leadership Team Leadership

1-Transactional Leadership Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

2-Transformational Leadership

Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.  Leaders who also are capable of having a profound and extraordinary effect on their followers.

3-Charismatic Leadership An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.  Characteristics of charismatic leaders:  Have a vision.  Are able to articulate the vision.  Are willing to take risks to achieve the vision.

 Are sensitive to the environment and follower needs.  Exhibit behaviors that are out of the ordinary.

4=Visionary Leadership A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.  Visionary leaders have the ability to:  Explain the vision to others.  Express the vision not just verbally but through behavior.  Extend or apply the vision to different leadership contexts.

5-Team Leadership

Coach

Conflict Manager

Liaison with external constituencies

Troubleshooter

Leadership Issues In The 21-Century

Leadership Issues In The 21-Century Managing Power Developing Trust

Empowering Employee Leading Across Culture

Understanding Gender differences

1-Managing Power 

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Legitimate power  The power a leader has as a result of his or her position. Coercive power  The power a leader has to punish or control. Reward power  The power to give positive benefits or rewards.

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Expert power  The influence a leader can exert as a result of his or her expertise, skills, or knowledge. Referent power  The power of a leader that arise because of a person’s desirable resources or ired personal traits.

2- Developing Trust The belief in the integrity, character, and ability of a leader. Integrity: Honesty and truthfulness. Competence: Technical and interpersonal knowledge and skills. Consistency: Reliability, predictability, and good judgment in handling situations.

Loyalty: Openness:

Willingness to protect a person, physically or emotionally. Willingness to share and information freely.

Building Trust Practice openness Be fair Speak your feeling Tell the truth

Show consistency Fulfill your promises Maintain Confidence Demonstrate competencies

3- Empowering Employee The act of increasing the Decision making discretion of workers.

4- Leading Across Culture A. Korean leaders are expected to be paternalistic employees. B. Arab leaders who show kindness or generosity without being asked to to do so are seen by other Arabs are weak. C. Japanese leaders are expected to be humble and speak frequently.

5-Gender Differences and Leadership

 Research Findings  Males and females use different styles:  Women tend to adopt a more democratic or participative style unless in a male-dominated job.  Women tend to use transformational leadership.  Men tend to use transactional leadership.

Where Female Managers Do Better: A Scorecard