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Chapter-11-leadership-and-influence-processes.pptx
- 1. Chapter 11 Leadership and Influence Processes MA .TRICIA CAMILLE M. AGES
- 2. The Nature ofLeadership The Meaning of Leadership - Process – focuses on what leaders actually do. - Property - The set of characteristics attributed to individuals perceived to be leaders. – Leaders • People who can influence the behaviors of others without having to rely on force. • People who are accepted as leaders by others.
- 3. The Nature ofLeadership The Meaning of Leadership – Leaders • People who can influence the behaviors of others without having to rely on force. • People who are accepted as leaders by others.
- 4. The Nature ofLeadership Distinctions Between Management and Leadership Leadership Activity Management Establishing direction and vision for the organization Creating an agenda Planning and budgeting, allocating resources Aligning people through communications and actions that provide direction Developing a human network for achieving the agenda Organizing and staffing, structuring and monitoring implementation Motivating and inspiring by satisfying needs Executing plans Controlling and problem solving Produces useful change and new approaches to challenges Outcomes Produces predictability and order and attains results
- 5. Types of Powerin Organizations
- 6. The Nature ofLeadership Power and Leadership – Power is the ability to affect the behavior of others. • Legitimate power is granted through the organizational hierarchy. • Reward power is the power to give or withhold rewards. • Coercive power is the capability to force compliance by means of psychological, or physical threat. • Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma. • Expert power is derived from the possession of information or expertise.
- 7. The Search forLeadership Traits Traits and Approach to Leadership –Assumed that a basic set of personal traits that differentiated leaders from nonleaders could be used to identify leaders and predict who would become leaders. –The trait approach was unsuccessful in establishing empirical relationships between traits and persons regarded as leaders.
- 8. Leadership Behaviors Michigan Studies(Rensis Likert) – Identified two forms of leader behavior • Job-centered behavior—managers who pay close attention to subordinates’ work, explain procedures, and are keenly interested in performance. • Employee-centered behavior—managers who focus on the development of cohesive work groups and employee satisfaction. – The two forms of leader behaviors were considered to be at opposite ends of the same continuum.
- 9. Leadership Behaviors Ohio StateStudies – Did not interpret leader behavior as being one-dimensional as did the Michigan State studies. – Identified two basic leadership styles that can be exhibited simultaneously: • Initiating-structure behavior—the leader clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda. • Consideration behavior—the leader shows concern for subordinates and attempts to establish a friendly and supportive climate.
- 10. Leadership Grid 4 6 2 1 3 5 8 7 9 0 1 46 9 5 2 3 8 7 Concern for production High Low Low High 1,9 9,9 1,1 9,1 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. Middle of the Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 5,5 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. Concern for people The Leadership Grid® is a method of evaluating leadership styles. The Grid® is used to train managers so that they are simultaneously more concerned for people and for production (9,9 style on the Grid®).
- 11. Situational Approaches toLeadership Situational Models of Leader Behavior –Assume that: • Appropriate leader behavior varies from one situation to another. • Key situational factors that are interacting to determine appropriate leader behavior can be identified.
- 12. Situational Approaches toLeadership Least-Preferred Coworker Theory (Fiedler) –Contingency variables determining situational favorableness: • Leader-member relations—the nature of the relationship between the leader and the work group. • Task structure—the degree to which the group’s task is defined. • Position Power—the power vested in the leader’s position.
- 13. The Least-Preferred Coworker Theoryof Leadership Contingency Factors Situations Leader-member relations Good Task structure High Position power Strong Bad Low High Low Weak Strong Weak Strong Weak Strong Weak Favorableness of Situation Appropriate Leader Behavior Most favorable Moderately favorable Most unfavorable Task-oriented Task-oriented Relationship-oriented
- 14. Situational Approaches toLeadership Path-Goal Theory (Evans and House) – The primary functions of a leader is to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards. – Leader Behaviors: • Directive leader behavior—letting subordinates know what is expected of them, giving guidance and direction, and scheduling work. • Supportive leader behavior—being friendly and approachable, having concern for welfare, and treating subordinates as equals.
- 15. Situational Approaches toLeadership Path-Goal Theory (Evans and House) –Leader Behaviors: • Participative leader behavior—consulting with subordinates, soliciting suggestions, and allowing participation in decision making. • Achievement-oriented leader behavior—setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates.
- 16. The Path-Goal Theory SituationalFactors: Work Situation Follower lacks self-confidence Supportive Achievement- oriented Participative Directive Leadership Style Impact on Followers Expected Results Lack of job challenge Improper procedures and poor decisions Ambiguous job Increases self- confidence to complete task Encourages setting high but attainable goals Clarifies follower need for making suggestions and involvement Clarifies path to get rewards Increased effort. job satisfaction, and performance; fewer grievances Improved performance and greater job satisfaction Improved performance and greater satisfaction; less turnover Improved performance and job satisfaction
- 17. Situational Approaches toLeadership Decision Tree Approach (Vroom) – Attempts to prescribe a leadership style appropriate to a given situation. – Basic Premises • The degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation. • No one decision-making process is best for all situations. – After evaluating the different problem attributes, a leader can choose a decision path on one of two decision trees that determines the decision style and specifies the amount of employee participation. • Decision significance—the degree to which the decision will have an impact on the organization. Subordinates are involved when decision significance is high. • Decision Timeliness—the degree of time pressure for making a decision in a timely basis; may preclude involving subordinates.
- 18. Situational Approaches toLeadership Decision Tree Approach (Vroom) –Decision-Making Styles • Decide—manager makes decision alone and then announces or “sells” it to the group. • Consult (individually)—manager presents program to group members individually, obtains their suggestions, then makes the decision. • Consult (group)—manager presents problem to group at a meeting, gets their suggestions, then makes the decision.
- 19. Vroom’s Time-Driven DecisionTree Copyright © by Houghton Mifflin Company. All rights reserved. 11–19 P R O B L E M S T A T E M E N T L H H H H H H H H H H H H H H H H H H H Decide Consult (group) Decide Delegate Facilitate Facilitate Decide Delegate Consult (individually) Consult (group) Decide Facilitate Consult (individually) Facilitate Decision Significanc e Importance of Commitment Leader Expertise Likelihood of Commitme nt Group Support Group Expertise Team Competen ce L L L L L L L L L L L L L L L L L L L L H Figure 11.4
- 20. Copyright © byHoughton Mifflin Company. All rights reserved. Vroom’s Development-Driven Decision Tree Copyright © by Houghton Mifflin Company. All rights reserved. Decide Consult (group) Facilitate Decide Delegate Delegate Delegate Consult (group) Consult (group) Facilitate Decide Facilitate H H L L -- — -- — -- — -- — -- — -- — -- — -- — -- — -- — -- — H H L L -- — -- — -- — -- — -- — -- — -- — H H H H L L -- — -- — -- — H H L L L -- — -- — H L L -- — H L H L H P R O B L E M S T A T E M E N T Decision Significance Importance of Commitment Leader Expertise Likelihood of Commitment Group Support Group Expertise Team Competence L
- 21. Situational Approaches toLeadership The Leader-Member Exchange (LMX) Approach (Graen and Dansereau) –Stresses the importance of variable relationships between supervisors and each of their subordinates. –Leaders form unique independent relationships (“vertical dyads”) with each subordinate in which the subordinate becomes a member of the leader’s out-group or in-group.
- 22. Situational Approaches toLeadership The Leader-Member Exchange (LMX) Approach Leader Subordinate 1 Subordinate 2 Subordinate 3 Subordinate 4 Subordinate 5 Out-Group In-Group
- 23. Related Perspectives onLeadership Substitutes for Leadership ◦ A concept that identifies situations in which leader behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization. Characteristics that Substitute for Leadership Subordinate Task Organization Ability Experience Need for independence Professional orientation Indifference towards organizational goals Routineness The availability of feedback Intrinsic satisfaction Formalization Group cohesion Inflexibility A rigid reward structure
- 24. Related Perspectives onLeadership Charismatic Leadership (House) –Charisma, an interpersonal attraction that inspires support and acceptance, is an individual characteristic of a leader. •Charismatic persons are more successful than noncharismatic persons. •Charismatic leaders are self-confident, have a firm conviction in their beliefs and ideals, and possess a strong need to influence people.
- 25. Related Perspectives onLeadership –Charismatic leaders in organizations must be able to: • envision the future, set high expectations, and model behaviors consistent with expectations. • energize others through a demonstration of excitement, personal confidence, and patterns of success. • enable others by supporting them, by empathizing with them, and by expressing confidence in them.
- 26. Related Perspectives onLeadership • Transformational Leadership –Leadership that goes beyond ordinary expectations, by transmitting a sense of mission, stimulating learning, and inspiring new ways of thinking. –Seven keys to successful leadership • Trusting one’s subordinates • Developing a vision • Keeping cool • Encouraging risk • Being an expert • Inviting dissent • Simplifying things
- 27. Political Behavior inOrganizations • Political Behavior –The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes. –Common Political Behaviors • Inducement—offering to give something to someone else in return for that person’s support. • Persuasion—persuading others to support a goal on grounds that are objective and logical as well as subjective and personal.
- 28. Political Behavior inOrganizations –Common Political Behaviors (cont’d) • Creation of an obligation—providing support for another person’s position that obliges that person to return the favor at a future date. • Coercion—using force to get one’s way. • Impression management—making a direct and intentional effort to enhance one’s image in the eyes of others.
- 29. Political Behavior inOrganizations • Managing Political Behavior –Be aware that even if actions are not politically motivated, others may assume that they are. –Reduce the likelihood of subordinates engaging in political behavior by providing them with autonomy, responsibility, challenge, and feedback. –Avoid using power to avoid charges of political motivation. –Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political behavior. –Avoid covert behaviors that give the impression of political intent even if none exists.
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- 32. Sources • Fundamentals ofManagement Ricky Griffin • Fundamentals of Management: https://college.cengage.com/business/griffin/fundamentals/3e/students/s ummaries/ch11.html