FPT-Demo.pptx

ĐẠI HỌC FPT CẦN THƠ
Chapter 11:
Leadership and Influence Process
Session 21:
Part 4: Leading

After studying this chapter you should be able to:
Describe the nature of leadership and relate leadership to
management.
Discuss and evaluate the two generic approaches to
leadership.
Identify and describe the major situational approaches to
leadership.
Identify and describe three related approaches to
leadership.
Describe three emerging approaches to leadership.
Discuss political behavior in organizations and how it can
be managed.
Learning Objectives
Chapter 11: Leadership and Influence Process 2

Content
<tên topic><Tên GV> 3
1 • The nature of Leadership
2 • Generic approaches to Leadership
3 • Situational approaches to Leadership
4 • Related approaches to Leadership
5 • Emerging approaches to Leadership
6 • Political behavior in Organizations

In April 2010, an explosion at BP’s Deepwater Horizon
offshore rig poured 300 million gallons of oil into the Gulf of
Mexico, polluting 68,000 square miles of open water and
devastating economies along 1,100 miles of coastline from
Louisiana to Florida. The former Chief Executive Tony
Hayward stated, “Reputationally, and in every other way, we
will be judged by the quality, intensity, speed, and efficacy
of our response.”
Do you feel BP is a company interested in sustainability because it is
the right thing to do, or because BP wants to protect its reputation?
Discussion Starter (1)

Leadership
As a process, the use of noncoercive influence to shape
the group’s or organization’s goals, motivate behavior
toward the achievement of those goals, and help define
group or organizational culture; as a property, the set of
characteristics attributed to individuals who are perceived
to be leaders
Leaders
People (1) who can influence the behaviors of others
without having to rely on force; those (2) accepted by
others as leaders.
11-1 The Nature of Leadership (slide 1 of 3)

Divide into small groups. Brainstorm a list of names
that you think of when they hear the word
“leadership.” Have a representative from your
group write the list on the board. As a class,
discuss similarities and differences among the
different lists.

In this video, Simon Sinek, bestselling author of
Start With Why, explains that leadership isn't a
rank you achieve. It's a skill you need to practice
your entire life.
YouTube
(https://www.youtube.com/watch?v=sXhagdV2Ug8)

Table 11.1 Distinctions between Management and Leadership
Activity Management Leadership
Creating an
agenda
Planning and budgeting:
Establishing detailed steps and
timetables for achieving needed
results; allocating the resources
necessary to make those needed
results happen
Establishing direction:
Developing a vision of the
future, often the distant
future, and strategies for
producing the changes
needed to achieve that
vision
Developing a
human
network for
achieving the
agenda
Organizing and staffing:
Establishing some structure for
accomplishing plan
requirements, staffing that
structure with individuals,
delegating responsibility and
authority for carrying out the
plan, providing policies and
procedures to help guide people,
and creating methods or systems
to monitor implementation
Aligning people:
Communicating the
direction by words and
deeds to everyone whose
cooperation may be
needed to influence the
creation of teams and
coalitions that understand
the visions and strategies
and accept their validity

Table 11.1 Distinctions between Management and Leadership
Activity Management Leadership
Executing
plans
Controlling and problem
solving: Monitoring results
versus planning in some detail,
identifying deviations, and then
planning and organizing to solve
these problems
Motivating and inspiring:
Energizing people to
overcome major political,
bureaucratic, and resource
barriers by satisfying very
basic, but often unfulfilled,
human needs
Outcomes Produces a degree of
predictability and order and
has the potential to produce
consistently major results
expected by various
stakeholders (for example, for
customers, always being on
time; or, for stockholders, being
on budget)
Produces change, often to
a dramatic degree, and has
the potential to produce
extremely useful change
(for example, new products
that customers want, or
new approaches to labor
relations that help make a
firm more competitive)

Power: The ability to affect the behavior of
others
1) Legitimate power
Power granted through the organizational hierarchy; the
power defined by the organization to be accorded to people
occupying a particular position
2) Reward power
The power to give or withhold rewards, such as salary
increases, bonuses, promotions, praise, recognition, and
interesting job assignments
3) Coercive power
The power to force compliance by means of psychological,
emotional, or physical threat
11-1c Leadership and Power (slide 1 of 2)

Power: The ability to affect the behavior of
others
4) Referent power
The personal power that accrues to someone based on
identification, imitation, loyalty, or charisma
5) Expert power
The personal power that accrues to someone based on the
information or expertise that they possess
11-1c Leadership and Power (slide 2 of 2)

How would you rank the effectiveness of the forms
of power that are used by managers when their
subordinates are the same age as you are now?
Which type of power is most effective? Why?
Which type of power is the least effective? Why?

Leadership Traits
Assumed that a basic set of personal traits that
differentiated leaders from nonleaders could be used to
identify and predict who would become leaders
Could not establish empirical relationships between traits
and persons regarded as leaders
Leadership Behaviors
Assumed that effective leaders somehow behaved
differently from ineffective leaders
Was intended to develop a fuller understanding of
leadership behaviors
11-2 Generic Approaches to Leadership

Michigan Studies (Rensis Likert)
Job-centered leader behavior
Leader behavior that involves paying close attention to
subordinate’s work, explaining work procedures, and
maintaining strong interest in performance
Employee-centered leader behavior
Leader behavior that involves developing a cohesive
work group and ensuring that employees are satisfied
with their jobs
The two forms of leader behaviors were considered to
be at opposite ends of the same continuum.
11-2b Leadership Behaviors (slide 1 of 4)

Ohio State Studies
Initiating-structure behavior
The behavior of leaders who define the leader–subordinate role
so that everyone knows what is expected, establish formal lines
of communication, and determine how tasks will be performed
Consideration behavior
The behavior of leaders who show concern for subordinates and
attempt to establish a warm, friendly, and supportive climate.
Initial assumption was that the most effective leaders
exhibit high levels of both behaviors.

Ohio State Studies
Subsequent research indicated that:
Employees of supervisors ranked high on initiating
structure were high performers, yet they expressed low
levels of satisfaction and higher absenteeism.
Employees of supervisors ranked high on consideration had
low performance ratings, yet they had high levels of
satisfaction and less absenteeism.
Other situational variables make consistent leader behavior
predictions difficult. There is no universal or “one best way”
model of leadership.

Managerial Grid
Concern for production
The part of the Managerial Grid that deals with the job and task
aspects of leader behavior
Concern for people
The part of the Managerial Grid that deals with the human
aspects of leader behavior

FIGURE 11.1 The Managerial Grid
- - -

Assumptions:
Appropriate leader behavior varies from
one situation to another.
Situational factors that determine appropriate
leader behavior can be identified.
Situational Theories of Leadership:
Least preferred coworker (LPC) theory
Path-goal theory
Decision tree approach
Leader-member exchange (LMX) approach
11-3 Situational Approaches to
Leadership

LPC theory
A theory of leadership that suggests that the appropriate
style of leadership varies with situational favorableness.
LPC Measure
The measuring scale that asks leaders to describe the
person with whom he or she is able to work least well
(the least-preferred coworker, or LPC)
High scale scores indicate a relationship orientation.
Low scores indicate a task orientation.
11-3a LPC Theory (slide 1 of 2)

Situational favorableness variables
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.
11-3a LPC Theory (slide 2 of 2)

FIGURE 11.2 The Least-Preferred Coworker Theory of Leadership

Path-goal theory
A theory of leadership suggesting that the primary
functions of a leader are to make valued or desired
rewards available in the workplace and to clarify for the
subordinate the kinds of behavior that will lead to those
rewards
11-3b Path-Goal Theory (slide 1 of 2)

Leader behavior
Directive
Letting subordinates know what is expected of them, giving
guidance and direction, and scheduling work
Supportive
Being friendly and approachable, having concern for
subordinate welfare, and treating subordinates as equals
Participative
Consulting with subordinates, soliciting suggestions, and
allowing participation in decision making
Achievement-oriented
Setting challenging goals, expecting subordinates to
perform at high levels, encouraging and showing confidence
in subordinates
11-3b Path-Goal Theory (slide 2 of 2)

FIGURE 11.3 The Path-Goal Framework
–

11-3c Vroom’s Decision Tree Approach
(slide 1 of 4)
Vroom’s decision tree approach
Predicts what kinds of situations call for different
degrees of group participation
Basic premises
Subordinate participation in decision making
depends on the characteristics of the situation.
No one decision-making process is best for all
situations.

After evaluating a problem’s 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 impact of the decision on the organization.
Subordinates are involved when decision significance is
high.
Decision timeliness
The time pressure for making a decision may preclude
involving subordinates.
(slide 2 of 4)

(slide 3 of 4)
Decision-making styles
Decide. The manager makes the decision alone and then
announces or “sells” it to the group.
Consult (individually). The manager presents the program to the
group members individually, obtains their suggestions, and then
makes the decision.
Consult (group). The manager presents the problem to the group
members at a meeting, gets their suggestions, and then makes
the decision.
Facilitate. The manager presents the problem to the group at a
meeting, defines the problem and its boundaries, and then
facilitates the group member discussions the make the decision.
Delegate. The manager allows the group to define for itself the
exact nature and parameters of the problem and then to develop
a solution.

FIGURE 11.4 Vroom’s Time-Driven Decision Tree

FIGURE 11.5 Vroom’s Development-Driven Decision Tree

Think about a decision that would affect you as
a student. Use Vroom’s decision tree approach
to decide whether the administrator making
that decision should involve students in the
decision. Which parts of the model seem most
important in making that decision? Why?

11-3d The LMX Approach
LMX model
Stresses that leaders have different kinds of
relationships with different subordinates.
Vertical dyads
Leaders form unique independent relationships with
each subordinate (dyads) in which the subordinate
becomes a member of the leader’s
out-group or in-group.

FIGURE 11.6 The Leader–Member Exchange Model

Substitutes for leadership
A concept that identifies situations in which leader
behaviors are neutralized or replaced by characteristics of
the subordinate, the task, and the organization
11-4 Related Approaches to Leadership
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

Charismatic leadership
Assumes that charisma is an individual characteristic of
the leader
Charisma
A form of interpersonal attraction that inspires support
and acceptance
11-4b Charismatic Leadership (slide 1 of 3)

Charismatic leaders must be able to:
Envision the future, set high expectations, and model
behaviors consistent with those 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.

Mark Cuban, owner of the Dallas Mavericks and
participant on Shark Tank, is a good example of a
charismatic leader. Even though he has made his
share of mistakes and generally is regarded as only
an “average” manager, many people view him as
larger than life.
In this interview with Inc. Magazine, Cuban discusses
how he decided he could not work for anybody but
himself:
YouTube (https://www.youtube.com/watch?v=jeQL4xDpf1U)

Transformational Leadership
Leadership that goes beyond ordinary expectation by
transmitting a sense of mission, stimulating learning
experiences, and inspiring new ways of thinking
11-4c Transformational Leadership (slide 1
of 2)

Keys to successful leadership
Trusting in subordinates
Developing a vision
Keeping cool
Encouraging risk
Being an expert
Inviting dissent
Simplifying things
11-4c Transformational Leadership (slide 2
of 2)

Strategic Leadership
The capability to understand the complexities of both
the organization and its environment and to lead
change in the organization to achieve and maintain a
superior alignment between the organization and its
environment
Cross-Cultural Leadership
The capability to provide purpose and direction that
encompasses both international and diversity-based
cultural differences in the organization.
11-5 Emerging Approaches to Leadership
(slide 1 of 2)

11-5 Emerging Approaches to Leadership
(slide 2 of 2)
Ethical Leadership
Involves providing a strong corporate governance
model to the organization that reflects the high ethical
standards of its leaders.
Requires holding those who lead the organization
accountable for their actions and the consequences of
their actions.

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
Persuasion
Creation of an obligation
Coercion
• Impression management
A direct and intentional effort by someone to
enhance his or her image in the eyes of others
11-6 Political Behavior in Organizations

How could impression management conflict with
ethical leadership?

Know that even if actions are not politically motivated,
others may assume that they are.
Stop subordinates from 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.
11-6c Managing Political Behavior

1. What activities do managers perform? What
activities do leaders perform? Do organizations need
both managers and leaders? Why or why not?
Questions for Review

2. What are the two generic approaches to
leadership? What can managers today learn from
these approaches?

3. What are the situational approaches to leadership?
Briefly describe each and compare and contrast their
findings.

4. Describe the subordinate’s characteristics, leader
behaviors, and environmental characteristics used in
path-goal theory. How do these factors combine to
influence motivation?

5. In your own words, define political behavior.
Describe four political tactics and give an example of
each.

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