• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Chapter 14 Leadership
 

Chapter 14 Leadership

on

  • 18,652 views

Management 4th Edition written by Chuck Williams

Management 4th Edition written by Chuck Williams

Statistics

Views

Total Views
18,652
Views on SlideShare
18,650
Embed Views
2

Actions

Likes
23
Downloads
1,798
Comments
1

1 Embed 2

http://www.slideshare.net 2

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1 previous next

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • It is a summary and fruitful
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Chapter 14 Leadership Chapter 14 Leadership Presentation Transcript

    • Chapter 14 Prepared by Deborah Baker Texas Christian University Leadership Management 4th Edition Chuck Williams
    • What Would You Do?
      • The new CEO of Tyco is faced with $28 billion in debt, and the possibilities of bankruptcy
      • Dennis Kozlowski’s reign as CEO is still embarrassing, when he used funds as his personal piggy bank
      43 rd Floor, Tyco Headquarters, New York City. How can you get people to see that with sound management, Tyco can be an exceptional company?
    • What Is Leadership? After reading these sections, you should be able to:
      • explain what leadership is.
      • describe who leaders are and what effective leaders do.
    • Leadership Differences Between Leaders and Managers Substitutes for Leadership 1
    • Leaders versus Managers MANAGERS Do things right Status quo Short-term Means Builders Problem solving LEADERS Do the right thing Change Long-term Ends Architects Inspiring & motivating Adapted from Exhibit 14.1 1.1
    • Leaders versus Managers 1.1 American organizations (and probably those in much of the rest of the industrialized world) are under led and over managed. They do not pay enough attention to doing the right thing, while they pay too much attention to doing things right. --Warren Bennis
    • Doing the Right Thing 1.1
      • The Three M’s: Mission, Mentor, and Mirror
      • Business leaders can develop personal ethics by focusing on their mission, a mentor, and the mirror
      • Develop a personal mission statement.
      • Take care in choosing a mentor.
      • Stand in front of the mirror to assess your ethical performance as a business leader.
      DOING THE RIGHT THING
    • Substitutes for Leadership
      • Leadership substitutes
        • subordinate, task, or organizational characteristics that make leaders redundant or unnecessary
      • Leadership neutralizers
        • subordinate, task, or organizational characteristics that interfere with a leader’s actions
      • Leaders don’t always matter
        • Poor leadership is not the cause of every organizational crisis
      1.2
    • Leadership Substitutes and Neutralizers Adapted from Exhibit 14.2 1.2
    • Who Leaders Are and What Leaders Do Leadership Traits Leadership Behavior 2
    • Leadership Traits 2.1 Adapted from Exhibit 14.3 Leadership Traits Desire to Lead Honesty and Integrity Drive Self- Confidence Emotional Stability Cognitive Ability Knowledge of the Business
    • What Really Works: Leadership Traits 2.1 Intelligence 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 75% Dominance 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 57% Extroversion 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 63% Traits and Perceptions of Leadership Effectiveness
    • What Really Works: Leadership Traits 2.1 Charisma and Performance 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 72% Charisma and Perceived Leadership Effectiveness 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 89% Charisma and Leader Satisfaction 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 90% Charisma and Leadership Effectiveness
    • Leadership Behaviors 2.2 Initiating Structure The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. Consideration The extent to which a leader is friendly, approachable, and supportive and shows concern for employees.
    • Blake/Moulton Leadership Grid 5,5 Middle of the Road 5,5 Adapted from Exhibit 14.4 2.2 Concern for People Concern for Production High Low Low High 1,9 Country Club Management 9,9 Team Management 1,1 Impoverished Management 9,1 Authority-Compliance 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9
    • Situational Approaches to Leadership After reading these sections, you should be able to:
      • explain Fiedler’s contingency theory.
      • describe how path-goal theory works.
      • discuss Hersey and Blanchard’s Situational Leadership theory.
      • explain the normative decision theory.
    • Putting Leaders in the Right Situation: Fiedler’s Contingency Theory 3 Group Performance = Leadership Style Situational Favorableness
    • Putting Leaders in the Right Situation: Fiedler’s Contingency Theory Least Preferred Coworker Situational Favorableness Matching Leadership Styles to Situations 3
    • Leadership Style: Least Preferred Coworker
      • Leadership style is the way a leader generally behaves toward followers
        • seen as stable and difficult to change
      • Style is measured by the Least Preferred Co-worker scale (LPC)
        • relationship-oriented
        • task-oriented
      3.1
    • Leadership Style: Least Preferred Coworker Scale 3.1
    • Situational Favorableness 3.2
      • Situational Favorableness
      • The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members.
      • Three factors:
        • Leader-member relations
        • Task structure
        • Position power
    • Situational Favorableness Exhibit 14.7 3.2
    • Matching Leadership Styles to Situations Exhibit 14.8 3.3
    • Path-Goal Theory 4 Path-Goal Theory A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.
    • Basic Assumptions of Path-Goal Theory Adapted From Figure 14.9 4 Clarify paths to goals Clear paths to goals by solving problems and removing roadblocks Increase the number and kinds of rewards available for goal attainment Do things that satisfy followers today or will lead to future rewards or satisfaction Offer followers something unique and valuable beyond what they’re experiencing
    • Path-Goal Theory Adapted From Figure 14.10 4
      • Subordinate Contingencies
      • Perceived Ability
      • Locus of Control
      • Experience
      • Environmental Contingencies
      • Task Structure
      • Formal Authority System
      • Primary Work Group
      • Outcomes
      • Subordinate satisfaction
      • Subordinate performance
      • Leadership Styles
      • Directive
      • Supportive
      • Participative
      • Achievement-Oriented
    • Adapting Leader Behavior: Path-Goal Theory 4 Leadership Styles Subordinate and Environmental Contingencies Outcomes
    • Leadership Styles
      • Directive
        • clarifying expectations and guidelines
      • Supportive
        • being friendly and approachable
      • Participative
        • allowing input on decisions
      • Achievement-Oriented
        • setting challenging goals
      4.1
    • Leadership Styles
      • Martin Winterkorn of Audi uses a directive style. His employees know exactly what is expected of them.
    • Subordinate and Environmental Contingencies
      • Task structure
      • Formal authority system
      • Primary work group
      4.2
      • Perceived ability
      • Locus of control
      • Experience
      Subordinate Environmental
    • Path Goal Theory: When to Use Leadership Styles Adapted from Exhibit 14.11 4.2
    • Adapting Leadership Behavior Worker Readiness Leadership Styles 5 Hersey and Blanchard’s Situational Leadership Theory
    • Worker Readiness
      • The ability and willingness to take responsibility for directing one’s behavior at work
      • Components of worker readiness:
        • Job readiness
        • Psychological readiness
      5.1
    • Worker Readiness 5.1 R4 R3 R2 R1 confident willing able insecure not willing able confident willing not able insecure not able not willing
    • Leadership Styles 5.2 Telling (R1) Selling (R2) Participating (R3) Delegating (R4) high task behavior low relationship behavior high task behavior high relationship behavior low task behavior high relationship behavior low task behavior low relationship behavior
    • Normative Decision Theory Decision Styles Decision Quality and Acceptance 6
    • Decision Styles Adapted from Exhibit 14.12 6.1 Solve the problem yourself Obtain information. Select a solution yourself. Share problem, get ideas from individuals. Select a solution yourself. AI AII CI Share problem with group, get ideas. Make decision, which may or may not reflect input. Share problem with group. Together tries to reach a solution. Leader acts as facilitator. CII GII Leader solves the problem or makes the decision Leader accepts any decision supported by the entire group
    • Decision Quality and Acceptance
      • Using the right amount of employee participation:
        • improves decision quality
        • improves acceptance
      • Decision tree helps leader identify
      • optimal level of participation
      6.2
      • Quality Rule
        • If the quality of the decision is important, then don't use an autocratic decision style
      • Leader Information Rule
        • If the quality of the decision is important, and if the leader doesn't have enough information to make the decision on his or her own, then don't use an autocratic decision style
      • Subordinate Information Rule
        • If the quality of the decision is important, and if the subordinates don't have enough information to make the decision themselves, then don't use a group decision style
      Normative Theory Decision Rules to Increase Decision Quality 6.2
    • Normative Theory Decision Rules to Increase Decision Quality
      • Goal Congruence Rule
        • If the quality of the decision is important, and subordinates' goals are different from the organization's goals, then don't use a group decision style
      • Problem Structure Rule
        • If the quality of the decision is important, the leader doesn't have enough information to make the decision on his or her own, and the problem is unstructured, then don't use an autocratic decision style
      6.2
    • Normative Theory Decision Rules to Increase Decision Acceptance
      • Commitment Probability Rule
        • If having subordinates accept and commit to the decision is important, then don't use an autocratic decision style
      • Subordinate Conflict Rule
        • If having subordinates accept the decision is important and critical to successful implementation and subordinates are likely to disagree or end up in conflict over the decision, then don't use an autocratic or consultative decision style
      • Commitment Requirement Rule
        • If having subordinates accept the decision is absolutely required for successful implementation and subordinates share the organization's goals, then don't use an autocratic or consultative style
      6.2
    • Strategic Leadership After reading this section, you should be able to:
      • explain how visionary leadership (i.e., charismatic and transformational leadership) helps leaders achieve strategic leadership.
    • Visionary Leadership Charismatic Leadership Transformational Leadership 7
    • Charismatic Leadership
      • Creates an exceptionally strong relationship between leader and follower
      • Charismatic leaders:
        • articulate a clear vision, based on values
        • model values consistently with vision
        • communicate high performance expectations
        • display confidence in followers’ abilities
      7.1
    • Kinds of Charismatic Leaders
      • Ethical Charismatics
        • provide developmental opportunities
        • open to positive and negative feedback
        • recognize others’ contributions
        • share information
        • concerned with the interests of the group
      • Unethical Charismatics
        • control and manipulate followers
        • do what is best for themselves
        • only want positive feedback
        • motivated by self-interest
      7.1
    • Ethical and Unethical Charismatic Leaders 7.1 Adapted from Exhibit 14.15 Exercising Power Power is used to serve others Creating the vision Followers help develop the vision Communicating with followers Two-way communication Accepting feedback Open to feedback Want followers to think and to questions the status quo Stimulating followers Developing followers Focus on developing followers Living by moral standards Three virtues: courage, sense of fairness, integrity Charismatic Leader Behaviors Ethical Charismatics
    • Ethical and Unethical Charismatic Leaders Exercising Power Power is used to dominate others Creating the vision Vision comes solely from the leader Communicating with followers One-way communication, not open to input from others Accepting feedback Prefer yes-men, punish candid feedback Don’t want followers to think, prefer uncritical acceptance of own ideas Stimulating followers Developing followers Insensitive to followers’ needs Living by moral standards Follow standards only if they satisfy immediate self interests 7.1 Adapted from Exhibit 14.15 Charismatic Leader Behaviors Unethical Charismatics
    • Reducing Risks of Unethical Charismatics
      • Have a clearly written code of conduct
      • Recruit, select, and promote managers with high ethical standards
      • Train leaders how to value, seek, and used diverse points of view
      • Celebrate and reward those who exhibit ethical behaviors
      7.1
    • Transformational Leadership
      • Generates awareness and acceptance of group’s purpose and mission
      • Gets followers to accomplish more than they intended or thought possible
      7.2
    • Components of Transformational Leadership
      • Charisma or idealized influence
      • Inspirational motivation
      • Intellectual stimulation
      • Individualized consideration
      7.2