This document discusses various topics related to leadership, including: 1. It defines leadership as the ability to inspire confidence and support among people to achieve organizational goals. Effective leadership requires a partnership between leaders and followers based on shared purpose, accountability, and honesty. 2. Research shows that transactional leadership has little impact on performance while charismatic and transformational leadership can positively impact performance, especially in uncertain environments. 3. Leadership qualities include traits, motives, roles, and characteristics. Effective followers also demonstrate traits like self-management, commitment, competence, courage, and critical thinking. 4. Theories of leadership include trait, behavioral, contingency, path-goal, leader-member exchange, and

1. LEADERSHIP
AJITESHWAR SHUKLA

2. Leadership
The ability to inspire confidence
and support among the people
who are needed to achieve
organizational goals

3. Leadership as Partnership
Leadership is a long-term relationship, or partnership, between leaders
and group members.
The power between leader and group members is approximately
balanced.
Factors necessary for a valid partnership to exist are:
◦ Exchange of purpose
◦ A right to say no
◦ Joint accountability
◦ Absolute honesty

4. Leadership versus Management

5. Leadership Matters
The results of research studies have shown
◦ transactional leadership was not significantly related to
performance
◦ charismatic leadership was slightly, positively related to
performance
◦ in an uncertain environment, charismatic leadership was
more strongly related to performance
◦ Most organizational successes are attributed to heroic
leaders

6. Leadership Does Not Matter
Three major arguments against the importance of
leadership include:
◦ Substitutes for leadership
◦ Leader irrelevance
◦ Complexity theory

7. Leadership Roles
Figurehead
Spokesperson
Negotiator
Coach and motivator
Team builder
Team player
Technical problem solver
Entrepreneur
Strategic planner

8. Sources of Leader Satisfaction
A feeling of power and prestige
A chance to help others grow and develop
High income
Respect and status
Good opportunities for advancement
A feeling of “being in on” things
An opportunity to control resources

9. Leader Frustrations
Too much uncompensated overtime
Too many “headaches”
Not enough authority to carry out responsibility
Loneliness
Too many problems involving people
Too much organizational politics
The pursuit of conflicting goals
Being perceived as unethical, especially if you are a
corporate executive

10. Essential Qualities of Effective Followers
Self-management
Commitment
Competence and focus
Courage

11. Five Types of Followers
Dependent, uncritical thinking
Independent, critical thinking
Passive Active
Survivors
Yes
people
Effective
followers
Sheep
Alienated
followers

12. Dynamic Follower
 Responsible steward of his or
her job
 Effective in managing the
relationship with the boss
 Practices self-management
 Virtual Teams??

13. Leadership and Followership
Caring Leadership Dynamic
Followership
go hand-in-hand

14. TRAITS, MOTIVES,
AND CHARACTERISTICS OF LEADERS

15. Universal Theory of
Leadership
Certain leadership traits
are universally important;
that is, they apply in all
situations

16. General Personality Traits of Effective
Leaders

17. Task-Related Personality Traits of Leaders

18. Leadership Motives

19. Cognitive Factors and Leadership

20. The WICS Model of Leadership in
organizations
This model of leadership encompasses and synthesizes
◦ wisdom
◦ intelligence, and
◦ creativity
to explain leadership effectiveness

21. Trait Approach
Strengths
◦ Serves as a guide to leader
selection
◦ Can guide individuals in
preparing for leadership
responsibility
Limitations
◦ Does not identify which
characteristics are
absolutely needed
◦ Does not specify how
much of a trait or
characteristic is needed
◦ Can breed an elitist
conception of leadership

22. Charisma Defined
Charisma has been defined various ways
Charisma is a Greek word meaning “divinely
inspired gift”
In leadership, charisma is a special quality of
leaders whose purposes, powers, and
extraordinary determination differentiate them
from others

23. The Effects of Charisma
Group members
◦ trust the leader’s beliefs
◦ have beliefs similar to those of the leader
◦ accept the leader unquestioningly
◦ have affection for the leader
◦ willingly obey the leader
◦ identify with and attempt to emulate the leader
◦ have emotional involvement in the mission
◦ have heightened goals
◦ feel that they will be able to accomplish, or to contribute to the
accomplishment of the mission

24. Halpert’s Dimensions of Charisma

25. Types of Charismatic Leaders
Socialized charismatics restrain the use of power to benefit others
Personalized charismatics exercise few restraints on power to serve
their own interests
Office-holder charismatics attain their charisma from the position they
hold
Personal charismatics gain esteem from others’ faith in them as people
Divine charismatics are endowed with a gift of divine grace

26. Transformational Leadership
The transformational leader helps bring about major, positive changes
Transformational leaders move group members beyond their self-
interests for the good of the group, organization, or society

27. How Transformations Take Place

28. Transactional & Transformational Leadership
Transactional Leaders
◦ Leaders who guide or motivate their followers in the direction of
established goals by clarifying role and task requirements
Transformational Leaders
◦ Inspire followers to transcend their own self-interests for the
good of the organization; they can have a profound and
extraordinary effect on followers
Not opposing, but complementary, approaches to leadership
◦ Great transformational leaders must also be transactional; only
one type is not enough for success

29. Characteristics of the Two Types of Leaders
TRANSACTIONAL TRANSFORMATIONAL
Contingent Reward:
◦ Promises rewards for good
performance, recognizes
accomplishments
Management by Exception:
◦ Active: Watches and searches for
deviations from rules and standards,
takes corrective action
◦ Passive: Intervenes only if standards
are not met
Laissez-Faire:
◦ Abdicates responsibilities, avoids
making decisions
Idealized Influence:
◦ Provides vision and sense of mission,
instills pride, gains respect and trust
Inspiration:
◦ Communicates high expectations,
expresses important issues simply
Intellectual Stimulation:
◦ Promotes intelligence, rationality, and
problem solving
Individualized Consideration:
◦ Gives personal attention, coaches,
advises

30. Attributes of
Transformational Leaders
Charismatic
Create a vision
Encourage the personal
development of their
staff
Provide supportive
leadership
Practice empowerment
Innovative thinking
Lead by example

31. Concerns About
Charismatic Leadership
According to the concept of leadership polarity,
leaders are often either revered or vastly
unpopular
Charisma may not be necessary for leadership
effectiveness
Charismatic leadership has a dark side
Some charismatic and transformational leaders
neglect their social responsibility

32. Leadership Behaviors, Attitudes,
and Styles

33. Leadership Behavioral Theory:
Lewin Studies
Democratic Style – the leader takes collaborative,
reciprocal, interactive actions with followers;
followers have high degree of discretionary
influence
Laissez-Faire Style – the leader fails to accept the
responsibilities of the position; creates chaos in
the work environment
Autocratic Style – the leader uses strong,
directive, controlling actions to enforce the
rules, regulations, activities, and relationships;
followers have little discretionary influence

34. Leadership Behavioral Theory:
Ohio State Studies (1940-50)
Initiating Structure – leader behavior aimed at
defining and organizing work relationships and
roles; establishing clear patterns of organization,
communication, and ways of getting things done
Consideration – leader behavior aimed at
nurturing friendly, warm working relationships,
as well as encouraging mutual trust and
interpersonal respect within the work unit

35. Four Combinations of Initiating Structure
and Consideration

36. Leadership Behavioral Theory:
Michigan Studies
Production-Oriented Leader
• Constant leader influence
• Direct or close supervision
• Many written or unwritten rules and
regulations
• Focus on getting work done
Employee-Oriented Leader
• Relationship-focused environment
• Less direct/close supervision
• Fewer written or unwritten rules and
regulations
• Focus on employee concern and needs

37. Concern for
People
Concern for Production
High
High
Low
Low
Leadership Grid Definitions
Leadership Grid – an approach to understanding a
leader’s or manager’s concern for results
(production) and concern for people
5,5
• Organization Man (5,5) – a middle-of-the-road
leader

38. Concern for
People
Concern for Production
High
High
Low
Low
Leadership Grid Definitions
• Country Club Manager (1,9) – a leader
who creates a happy, comfortable work
environment 1,9
9,1
• Authority Compliance Manager (9,1) – a
leader who emphasizes efficient production

39. Concern for
People
Concern for Production
High
High
Low
Low
Leadership Grid Definitions
• Impoverished Manager (1,1) – a leader
who exerts just enough effort to get by
1,1
9,9
• Team Manager (9,9) – a leader who builds a
highly productive team of committed people

40. Fiedler’s Contingency Theory
Least Preferred Coworker (LPC) – the person a leader has
least preferred to work with over his or her career
Favorableness of the leader’s situation
◦ Task Structure – degree of clarity, or ambiguity, in the
group’s work activities
◦ Position Power – authority associated with the leader’s
formal position in the organization
◦ Leader–Member Relations – quality of interpersonal
relationships among a leader and group members

41. Leadership Effectiveness in the
Contingency Theory
High LPC
relations oriented
Correlations
between leader
LPC & group
performance
Low LPC
task oriented
1.00
.80
.60
.40
.20
0
-.20
-.40
-.60
-.80
I II III IV V VI VII VIIIUnfavorable
for leader
Favorable
for leader
I II III IV V VI VII VIII
Leader–member
relations
G G G G
Mod
Poor
Mod
Poor
Mod
Poor
Mod
Poor
Task structure S S U U S S U U
Leader position
power
Strong Weak Strong Weak Strong Weak Strong Weak

42. Path–Goal Theory of Leadership
Robert House
Leader behavior styles
• Directive
• Supportive
• Participative
• Achievement oriented
Follower path
perceptions
Effort–Performance–
Reward linkages
Follower goals
• Satisfaction
• Rewards
• Benefits
Workplace
characteristics
• Task structure
• Work group
• Authority system
Follower
Characteristics
• Ability level
• Authoritarianism
• Locus of control

43. Vroom-Yetton-Jago
Normative Decision（leadership
participation) Model
Seek Information AII
Consult Individually CI
Decide AI
Consult Group CII
Delegate G
Use the
decision
method most
appropriate
for a given
decision
situation

44. Vroom-Yetton-Jago Normative Decision Model
Decision Situation-
QR Quality requirement
CR Commitment requirement
LI Leader’s information
ST Problem Structure
CP Commitment Probability
GC Goal congruence
CO Employee Conflict
SI Employee Information

45. Hersey-Blanchard Situational
Leadership® Model
Leader Behavior
Follower Readiness
(SupportiveBehavior)
RelationshipBehavior
High Low
(low)
(high) S3
Share ideas
and facilitate
In decision
making
S2
Explain
decisions
and provide
opportunity
for
clarification
S1
Provide specific
instructions and
closely supervise performance
S4
Turn over
responsibility
for decisions
and implementation
®

46. Hersey-Blanchard Situational
Leadership® Model
High Moderate Low
R4 R3 R2 R1
Able and
willing or
confident
Able but
unwilling
or
insecure
Unable but
willing or
confident
Unable
and
unwilling
or
insecure
Leader
Directed
Follower
Directed
Follower Readiness

47. Situational Leadership II (SLII)

48. Developments in Leadership Theory
In-groups
Members similar to
leader
Given greater responsibilities,
rewards, attention
Within leader’s inner circle of
communication
High job satisfaction and
organizational commitment, low
turnover
Stress from added responsibilities
Out-Groups
Managed by formal rules and
policies
Given less attention; fewer
rewards
Outside the leader’s
communication circle
More likely to retaliate against the
organization
Stress from being left
out of communication
network
Leader–Member Exchange

49. Likert`s Four Systems of Management
System 1 Management:
Exploitative-Authoritative
System 2 Management:
Benevolent-Authoritative
System 3 Management:
Consultative
System 4 Management:
Participative

50. Servant Leader (Robert K Greenleaf)
A servant leader serves constituents by working on
their behalf to help them achieve their goals, not
the leader’s own goals.
◦ Places service before self-interest
◦ Listens first to express confidence in others
◦ Inspires trust by being trustworthy
◦ Focuses on what is feasible to accomplish
◦ Lends a hand
◦ Provides tools

51. Entrepreneurial Leadership
Strong achievement drive and sensible risk-taking
High degrees of enthusiasm and creativity
Tendency to act quickly when opportunity arises
Constant hurry combined with impatience
Visionary perspective
Dislike of hierarchy and bureaucracy
Preference for dealing with external customers
Eye on the future

52. Gender Differences in Leadership Style
Men tend towards a command-and-control style.
In contrast, women tend toward a transformational
style, relying heavily on interpersonal skills.
While researchers found leadership style
differences between men and women; on the
dimension of overall effectiveness, the genders
were perceived the same.

53. Contingency Leadership in
the Executive Suite
Five approaches successful CEOs use based on assessments of their
companies’ needs:
◦ Strategic
◦ Human assets
◦ Expertise
◦ Box
◦ Change agent

54. Crisis Leadership Attributes
Be decisive
Lead with compassion
Reestablish the usual work routine
Avoid a circle-the-wagons mentality
Display optimism
Be a transformational leader

55. Power, Politics,
and Leadership

56. Types and Sources of Power
Position power
Personal power
Power stemming from ownership
Power stemming from providing resources
Power derived from capitalizing on opportunities
Power stemming from managing critical problems
Power stemming from being close to power

57. Four Bases of Position Power
Legitimate power is the lawful right to make a
decision and expect compliance
Reward power stems from having the authority to
give employees rewards for compliance
Coercive power is the power to punish for
noncompliance
Information power stems from formal control over
the information people need

58. Sources of Personal Power
Expert power is the ability to influence others through specialized
knowledge, skills, or abilities
Referent power is the ability to influence others through desirable traits
and characteristics
Prestige power is power stemming from one’s status and reputation

59. Effective Empowering
Practices

60. Informal approaches to gaining
power through means other than
merit or luck
Organizational Politics

61. Factors Contributing to
Political Behavior
Pyramid-shaped organization structure
Subjective standards of performance
Environmental uncertainty and turbulence
Emotional insecurity
Machiavellian tendencies
Encouraging admiration from subordinates

62. Power-Gaining Strategies
Develop power contacts
Control vital information
Stay informed
Control lines of communication
Bring in outside experts
Make a quick showing
Remember that everyone expects to be paid back
Be the first to accept reasonable changes

63. Relationship-Building
Strategies
Display loyalty
Manage your impression
Ask satisfied customers to contact your boss
Be courteous, pleasant, and positive
Ask advice
Send thank-you notes to large numbers of people
Flatter others sensibly

64. Potential Political Blunders
Criticizing the boss in a public forum
Bypassing the boss
Declining an offer from top management
Putting your foot in your mouth
Not conforming to the company dress code

65. Unethical Political Tactics
Backstabbing
Embrace or demolish
Setting a person up for failure
Divide and rule
Playing territorial games
Creating and then resolving a false catastrophe

66. Exercising Control Over
Dysfunctional Politics
Be aware of its causes and techniques
Avoid favoritism
Set good examples at the top of the organization
Encourage goal congruence
Threaten to discuss questionable information in a public forum
Hire people with integrity

67. Influence Tactics of
Leaders

68. Power and Influence
Influence is the ability to affect the behavior of others in a particular
direction
Power is the potential or capacity to influence
A leader must acquire power to influence others

69. A Model of Power and
Influence

70. Essentially Ethical and Honest
Influence Tactics

71. Essentially Dishonest and
Unethical Influence Tactics

72. People in the workplace who
ruthlessly manipulate others. They
tend to initiate actions with others and
control the interactions. They
regularly practice deception,
bluffing, and other manipulative
tactics.
Machiavellians

73. Influence Tactic Effectiveness
Most-effective tactics:
◦ Rational persuasion
◦ Inspirational appeal
◦ Consultation
Least-effective tactics:
◦ Pressure
◦ Coalition
◦ Legitimating

74. Influence Tactics Effectiveness
(cont’d)
Effective tactics in a downward direction (toward a
lower-ranking person)
◦ Inspirational appeal
◦ Ingratiation
◦ Pressure
Effective tactics in a lateral direction
◦ Personal appeal
◦ Exchange
◦ Legitimating

75. Sequencing of Influence
Tactics
Begin with the most positive, or least abrasive tactic
If necessary, proceed to a stronger tactic
Use a more abrasive tactic such as upward appeal only as a last resort
Begin with low-cost, low-risk tactics
If necessary, proceed to higher-cost, higher- risk tactics

76. Influence Tactic Direction
The influence agent must also consider the direction of the influence
attempt as a contingency factor.
The more position power an individual exerts over another, the less the
need for caution in the use of influence tactics

77. Implicit Leadership Theories
… are personal assumptions about the traits and
abilities that characterize an ideal organizational
leader. These assumptions,
both stated and unstated, develop through
socialization and past experience with leaders. The
assumptions are stored in memory and activated
when group members interact with a person in a
leadership position.

78. Implicit Leadership Theories
(cont’d)
Prototypes are positive characterizations of a leader.
Antiprototypes are traits and behaviors people do not want to see in a
leader.

79. Implicit Leadership Theory
Dimensions

80. Developing Teamwork

81. Learning Objectives
Explain the difference between team leadership and solo leadership.
Understand the leader’s role in a team-based organization.
Describe leader actions that foster teamwork.

82. Learning Objectives (cont’d)
Explain the potential contribution of outdoor training to the
development of team leadership.
Describe how the leader-member exchange model contributes to an
understanding of leadership.

83. Teams, Teamwork, and Groups
A team is a work group that must rely on
collaboration if each member is to experience the
optimum success and achievement
Teamwork is done with an understanding and
commitment to group goals on the part of all team
members
All teams are groups, but not all groups are teams

85. Figure 9-1 Solo Leader vs.
Team Leader
Solo Leader
◦ Plays unlimited role (interferes)
◦ Strives for conformity
◦ Collects acolytes
◦ Directs subordinates
◦ Projects objectives
Team Leader
◦ Chooses to limit role (delegates)
◦ Builds on diversity
◦ Seeks talent
◦ Develops colleagues
◦ Creates mission

86. Roles of a Leader in the
Team-Based Organization
Building trust and inspiring teamwork
Coaching team members and group members toward higher levels of
performance
Facilitating and supporting team’s decisions
Expanding the team’s capabilities
Creating a team identity

87. Roles of the Leader in the
Team-Based Organization (cont’d)
Anticipating and influencing change
Inspiring the team toward higher levels of performance
Enabling and empowering group members to accomplish their work
Encouraging team members to eliminate low-value work

88. Leader Actions That Foster Teamwork
(using own resources)
Defining the team’s mission
Establishing a climate of trust
Developing a norm of teamwork, including emotional intelligence
Emphasizing pride in being outstanding
Serving as a model of teamwork, including power sharing
Using a consensus leadership style

89. Leader Actions That Foster
Teamwork (cont’d)
Establishing urgency, demanding performance standards, and providing
direction
Encouraging competition with another group
Encouraging the use of jargon
Minimizing micromanaging
Practicing e-leadership

90. Fostering Teamwork Through
Organization Structure or Policy
Designing physical structures that facilitate communication
Emphasizing group recognition and rewards
Initiating ritual and ceremony
Practicing open-book management

92. Fostering Teamwork Through Organization
Structure or Policy (cont’d)
Selecting team-oriented members
Using technology that facilitates teamwork
Developing a team book

93. … a belief in cooperation and
collaboration rather than
competitiveness as a strategy
for building teamwork.
Cooperation Theory

94. In open-book management every
employee is trained, empowered, and
motivated to understand and pursue
the company’s business goals.
Employees become business
partners and perceive themselves to
be members of the same team.
Open-Book Management

95. Outdoor Training and
Team Development
Outdoor training is a form of learning by doing
Participants acquire leadership and teamwork skills by confronting
physical challenges and exceeding self-imposed limitations

96. The Leader-Member Exchange
Model (LMX)
Proposes that leaders develop unique work relationships with group
members
Two subsets of employees result:
◦ The in-group is given additional rewards, responsibility, and trust in exchange
for their loyalty and performance
◦ The out-group members are treated in accordance with a more formal
understanding of leader-member relations

97. Figure 9-2 The Leader-
Member Exchange Model

98. Summary
Teamwork is an understanding of and commitment to group goals on
the part of all group members
Leaders still play an important role in a team-based organization

99. Summary (cont’d)
A wide range of leader actions fosters teamwork,
including both measures that leaders can take
using their own resources and techniques that
require relying on organizational structure or policy
Outdoor training is a popular experiential approach
to enhance teamwork

100. Summary (cont’d)
According to the leader-member exchange model, leaders develop
unique relationships with group members that result in an in-group and
an out-group

101. Chapter Ten
MOTIVATION AND COACHING SKILLS

102. Learning Objectives
Identify and describe leadership skills linked to expectancy theory.
Describe goal theory.
Describe how leaders can motivate others through recognition.

103. Learning Objectives (cont’d)
Explain how coaching can be a philosophy of leadership.
Be ready to practice coaching skills and techniques.
Describe how executive coaches help enhance leadership skills.

105. Expectancy Theory
The amount of effort people expend depends on
how much reward they expect to get in return
It is cognitive because it emphasizes the thoughts,
judgments, and desires of the person being
motivated
It is a process theory because it attempts to explain
how motivation takes place

106. Figure 10-1 The Expectancy
Theory of Motivation

107. Implications
Determine what levels and kinds of performance are needed to achieve
organizational goals
Make the performance level attainable by the individuals being
motivated
Train and encourage people
Make explicit the link between rewards and performance

108. Implications (cont’d)
Make sure the rewards are large enough
Analyze what factors work in opposition to the
effectiveness of the reward
Explain the meaning and implications of second-
level outcomes
Understand individual differences in valences
Recognize that when workers are in a positive
mood, high valences, instrumentalities, and
expectancies are more likely to lead to good
performance

109. Goal Theory
Behavior is regulated by values and goals
A goal is what a person is trying to accomplish
People desire to behave in ways consistent with their values

110. Figure 10-2 Goal Theory

111. Successful Recognition
Has symbolic meaning
Inspires pride of ownership
Helps to reinforce the philosophy or identity of the giver

113. Figure 10-3
Coaching Versus
the Traditional
Way of Thinking
about
Management

114. Fallacies About Coaching
Coaching applies only in one-to-one work
Coaching is mostly about providing new knowledge
and skills
If coaches go beyond giving instruction in
knowledge and skills, they are in danger of getting
into psychotherapy
Coaches need to be expert in something in order to
coach
Coaching has to be done face-to-face

115. Coaching Skills and Techniques
1. Communicate clear expectations to group members
2. Build relationships
3. Give feedback on areas that require specific improvement
4. Listen actively
5. Help remove obstacles

116. Coaching Skills and Techniques
(cont’d)
6. Give emotional support
7. Reflect content or meaning
8. Give some gentle advice and guidance
9. Allow for modeling of desired performance and behavior
10. Gain a commitment to change
11. Applaud good results

117. An executive coach (or business coach) is an outside or inside
specialist who advises a person about personal improvement
and behavioral change
Executive Coaching

118. Summary
Effective leaders are outstanding motivators and
coaches
The expectancy theory of motivation is useful for
developing motivational skills because it is
comprehensive, building on other theories of
motivation
Expectancy theory has several implications and
provides guidelines for leaders

119. Summary (cont’d)
Goal theory is a basic process that is directly or indirectly part of all
major theories of motivation
Recognition and reward programs are a direct application of positive
reinforcement

120. Summary (cont’d)
Managers often consult personal executive or business coaches to help
them be more effective leaders

121. Chapter Eleven
CREATIVITY, INNOVATION, AND LEADERSHIP

122. Learning Objectives
Identify the steps in the creative process.
Identify characteristics of creative problem solvers.
Be prepared to overcome traditional thinking in
order to become more creative.
Describe both organizational and individual
approaches to enhance creative problem solving.

123. Learning Objectives (cont’d)
Explain how the leader and the organization can establish a climate that
fosters creativity.
Identify several leadership practices that contribute to organizational
innovation.

124. Creativity and Innovation
Creativity is the production of novel and useful
ideas
Innovation refers to the creation of new ideas and
their implementation
Organizational creativity is the creation of a
valuable, useful new product, service, idea,
procedure, or process by individuals working
together in a complex social system

126. Figure 11-1 Steps in the
Creative Process

127. Figure 11-2 Characteristics of
Creative Leaders

128. Componential Theory of
Individual Creativity
Creativity takes place when three components join together
◦ Expertise: the necessary knowledge to put facts together
◦ Creative thinking: the ability to imaginatively solve problems
◦ Task motivation: persevering or sticking with a problem to a conclusion

129. Outside the Box Thinking
A box in this sense is a category that
confines and restricts thinking. A creative
person is not confined to a box, but sees
opportunities outside the box.

131. Organizational Methods to
Enhance Creativity
Systematically collecting fresh ideas
Brainstorming
Using the pet-peeve technique
Using the forced-association technique
Equipping a kitchen for the mind
Engaging in playful physical activities

132. The Pet-Peeve Technique
… is a method of brainstorming in which a
group identifies all the possible complaints
others might have about the group’s
organizational unit.

133. Table 11-1 Self-Help Techniques for
Creativity Improvement

134. Leadership Practices for
Enhancing Creativity
1. Intellectual challenge
2. Freedom to choose the method
3. Ample supply of the right resources
4. Effective design of work groups
5. Supervisory encouragement
6. Organizational support
7. Having favorable exchanges with creative
workers
8. Leaders as talent magnets

135. Methods of Managing
Creative Workers
Give creative people tools and resources that allow
their work to stand out
Give creative people flexibility and a minimum
amount of structure
Give gentle feedback when turning down an idea
Employ creative people to manage and evaluate
creative workers

136. Leadership Initiatives to
Enhance Innovation
Continually pursue innovation
Take risks and encourage risk taking
Acquire innovative companies
Avoid innovation for its own sake
Loose-tight leadership enhances creativity and
innovation
Integrate development and production
Encourage people across divisions to share ideas

137. Summary
A creative leader brings forth ideas for things that did not exist
previously
The creative process involves five steps: opportunity or problem
recognition, immersion, incubation, insight, and verification and
application

138. Summary (cont’d)
Creative people have five distinguishing
characteristics: knowledge, intellectual ability,
personality, and passion for the task and the
experience of flow
Creativity requires overcoming traditional thinking
There are several organizational and self-help
techniques to enhance creative thinking and
problem-solving

139. Summary (cont’d)
Effective leadership requires establishing a climate conducive to
creative problem-solving
Special attention should be paid to managing creative workers
Leaders can enhance innovation through several initiatives

140. Chapter Twelve
COMMUNICATION AND CONFLICT
RESOLUTION SKILLS

141. Learning Objectives
Explain why good communication skills contribute to effective
leadership.
Describe the basics of inspirational and emotion-provoking
communication.
Describe key features of a power-oriented linguistic style.
Describe the six basic principles of persuasion.

142. Learning Objectives (cont’d)
Describe the elements of supportive communication.
Be sensitive to the importance of overcoming cross-cultural barriers to
communication.
Identify basic approaches to resolving conflict and negotiating.

144. Communication and
Leadership
Effective leaders are also effective communicators
To be effective, the leader must synchronize verbal and nonverbal
behavior
Technology has had a meaningful impact on leaders’ communication
and coordination

145. Inspirational Speaking
and Writing
Be credible
Gear your message to the listener
Sell group members on the benefits of your suggestions
Use heavy-impact and emotion-provoking words

146. Inspirational Speaking
and Writing (cont’d)
Use anecdotes and metaphors to communicate
meaning
Back up conclusions with data (to a point)
Minimize language errors, junk words, and
vocalized pauses
Write crisp, clear memos, letters, and reports,
including a front-loaded message
Use a power-oriented linguistic style

147. Principles of Persuasion
Liking: People like those who like them
Reciprocity: People repay in kind
Social proof: People follow the lead of similar others

148. Principles of Persuasion (cont’d)
Consistency: People align with their clear commitments
Authority: People defer to experts
Scarcity: People want more of what they can have less of

149. Principles of Supportive
Communication
Problem oriented, not person oriented
Descriptive, not evaluative
Based on congruence, not incongruence
Focused on validating, rather than invalidating, people
Specific, not global

150. Principles of Supportive
Communication (cont’d)
Conjunctive, not disjunctive
Owned, not disowned
Requires listening as well as sending messages

151. Overcoming and Preventing
Communication Barriers
Be sensitive to the fact that cross-cultural communication barriers exist
Challenge your cultural assumptions
Show respect for all workers
Use straightforward language, and speak slowly and clearly

152. Overcoming and Preventing
Communication Barriers (cont’d)
Look for signs of misunderstanding when your language is not the
listener’s native language
When the situation is appropriate, speak the language of the people
from another culture
Observe cross-cultural differences in etiquette

153. Overcoming and Preventing
Communication Barriers (cont’d)
Do not be diverted by style, accent, grammar, or
personal appearance
Avoid racial or ethnic identification except when it
is essential to communication
Be sensitive to differences in nonverbal
communication
Be attentive to individual differences in appearance

154. Figure 12-1 Conflict-Handling Styles According
to the Degree of Cooperation and
Assertiveness

155. Conflict Management Styles
The competitive style is a desire to win one’s own
concerns at the expense of the other party, or to
dominate
The accommodative style favors appeasement, or
satisfying the other’s concerns without taking care
of one’s own
The sharing style is halfway between domination
and appeasement

156. Conflict Management Styles
(cont’d)
The collaborative style reflects a desire to fully satisfy the desires of
both parties
The avoidant style combines unassertiveness and a lack of cooperation

157. Negotiating and Bargaining
Conflicts can be considered situations calling for negotiating and
bargaining, or conferring with another person in order to resolve a
problem
Two approaches to negotiation:
◦ Distributive bargaining
◦ Integrative bargaining

158. Negotiation Techniques
Begin with a plausible demand or offer
Focus on interests, not position
Search for the value in differences between the two sides
Be sensitive to international differences in negotiating style

160. Summary
Effective leaders are effective communicators
Leaders may develop inspirational and powerful speaking and writing by
following a set of suggestions
A power-oriented linguistic style is one way to communicate with
inspiration and power

161. Summary (cont’d)
Leaders can improve their communication by following the six principles
of persuasion
Skill can also be developed in using nonverbal communication
Supportive communication leads to effective leadership by enhancing
communication between two people

162. Summary (cont’d)
Overcoming cross-cultural communication barriers is another leadership
challenge
Leaders must also be skilled in conflict management and negotiations

163. Chapter Thirteen
STRATEGIC LEADERSHIP AND KNOWLEDGE
MANAGEMENT

164. Learning Objectives
Describe the nature of strategic leadership.
Explain how to use the SWOT model to assist in
strategic planning.
Identify a number of current business strategies.
Describe how leaders contribute to the
management of knowledge and the learning
organization.

165. The Nature of Strategic
Leadership
Strategic leadership is the process
of providing the direction and
inspiration necessary to create or
sustain an organization

167. Figure 13-1 Components of
Strategic Leadership

168. Systems Thinking
The ability to process information
and understand its consequences
for the organization in its
interaction with the environment

169. Strategic Planning
Strategic planning encompasses those activities
that lead to the statement of goals and objectives
and the choice of strategy
Strategic planning often takes the form of a SWOT
analysis, a method of considering strengths,
weaknesses, opportunities, and threats in a
particular situation

170. SWOT Analysis
Represents an effort to examine the interaction between the particular
characteristics of an organization or organizational unit and the external
environment

171. Examples of SWOT Elements
Strengths: Favorable location, talented workers,
state-of-the-art equipment
Weaknesses: Unfavorable location, outdated
equipment, limited capital
Opportunities: Culturally diverse customer base,
changes in technology, deregulation
Threats: Ecommerce, declining market, new
competitors

172. Business Strategy Levels
Corporate-level strategy asks, “What business are we in?”
Business-level strategy asks, “How do we compete?”
Functional-level strategy asks, “How do we support the business-level
strategy?”

173. Sample Strategies
Differentiation
Cost leadership
Focus
High quality
Imitation
Strategic alliances
Growth through acquisition

175. Sample Strategies (cont’d)
High speed and first-mover strategy
Product and global diversification
Sticking to core competencies
Brand leadership
Creating demand by solving problems
Conducting business on the Internet
Peoplepalooza (competitive advantage through
hiring talented people)

176. Knowledge Management and
the Learning Organization
Knowledge management is the systematic sharing
of information to achieve such goals as innovation,
nonduplication of effort, and competitive
advantage
A learning organization is one that is skilled at
creating, acquiring, and transferring knowledge,
and at modifying behavior to reflect new
knowledge and insights

177. Figure 13-2
Where
Corporate
Knowledge
Lives

178. Initiatives to Enhance
Organizational Learning
Create a strategic intent to learn
Create a shared vision
Empower employees to make decisions and seek continuous
improvement
Develop systems thinking
Encourage personal mastery of the job

179. Initiatives to Enhance
Organizational Learning (cont’d)
Encourage team learning
Encourage action learning
Learn from failure
Encourage continuous experimentation
Develop political skills to make connections with and influence others
Encourage creative thinking

180. Summary
Strategic leadership deals with the major purposes
of an organization or organizational unit
Five important components of strategic leadership
include high-level cognitive ability, multiple inputs
to strategy formulation, anticipating and creating a
future, revolutionary thinking, and creation of a
vision

181. Summary (cont’d)
Strategic planning often takes the form of a SWOT analysis
Strategic leaders use many different types of business strategies
Leaders must help their organizations adapt to the environment by
taking initiatives to create a learning organization

182. Chapter Fourteen
INTERNATIONAL AND CULTURALLY DIVERSE
ASPECTS OF LEADERSHIP

183. Learning Objectives
Explain the potential ethical and competitive advantage from leading
and managing diversity.
Describe how cultural factors, including values, influence leadership
practice.
Explain the contribution of cultural sensitivity and global leadership
skills to leadership effectiveness.

184. Learning Objectives (cont’d)
Pinpoint leadership initiatives to enhance the acceptance of cultural
diversity.
Outline a plan for achieving leadership diversity within an organization.

185. Work Force Trends
The average age of the work force is increasing
White males now constitute less than 50 percent of the work force
An increasing number of new entrants into the work force are women
and people of color

187. Advantages of Managing
for Diversity
Reduction of turnover and absenteeism costs
Offers a marketing advantage
Advantage in recruiting and retaining talented people
Unlocks the potential for excellence
A creativity advantage and improved problem-solving and decision-
making

188. Multicultural Leader
A leader with skills and attitudes to relate effectively to and
motivate people across race, gender, age, social attitudes, and
lifestyles

189. Figure 14-2 Dimensions of
Individual Values

190. European Styles of
Management
French managers (who are typically part of an elite class) behave in a
superior, authoritarian manner.
German middle managers tend to avoid uncertainty, are assertive, and
are not terribly considerate of others

191. Malaysian Managers
Emphasize collective well-being (collectivism) and display a strong
humane orientation
The culture discourages aggressive, confrontational behavior, preferring
harmonious relationships

192. Culturally Sensitive Leader
Willing to acquire knowledge about local customs
Willing to learn to speak the language
Patient
Adaptable
Flexible
Willing to listen and learn

193. Cultural Intelligence (CQ)
… an outsider’s ability to interpret
someone’s unfamiliar and ambiguous
gestures the way that person’s
compatriots would.

194. Facets of Cultural
Intelligence (CQ)
Cognitive CQ (head)
Physical CQ (body)
Emotional/motivational CQ (heart)

195. Global Leadership Skills
Behavioral complexity that allows the leader to
attain corporate profitability and productivity,
continuity and efficiency, commitment and morale,
and adaptability and innovation
Stewardship
Ability to satisfy three metavalues including:
community, pleasure, and meaning

196. Global Leadership Skills
Cultural sensitivity
Culturally adventurous
Good command of a second language

198. Cultural Diversity Initiatives
Hold managers accountable for achieving diversity
Establish minority recruitment, retention, and mentoring programs
Conduct diversity training

199. Cultural Diversity Initiatives
(cont’d)
Conduct intercultural training
Encourage the development of employee networks
Avoid group characteristics when hiring for person-organization fit

200. Inter-Cultural Training
A set of learning experiences
designed to help employees
understand the customs, traditions,
and beliefs of another language

201. Figure 14-4 The Multicultural
Organization

202. Summary
The modern leader must be multicultural
Managing for diversity brings a competitive advantage to the firm
The leader must be aware of overt and subtle cultural differences to
influence, motivate, and inspire culturally diverse people

203. Summary (cont’d)
Differences in cultural values help explain differences among people
Cultural values influence leadership style as well as the behavior of
other workers
Cultural sensitivity is essential for inspiring people from different
cultures

204. Summary (cont’d)
Global leadership skills help improve a company’s reputation and
contribute to a sustainable competitive advantage
Top management commitment to valuing diversity is clearest when
valuing diversity is embedded in organizational strategy

205. Chapter
Fifteen
LEADERSHIP DEVELOPMENT AND SUCCESSION

206. Learning Objectives
Explain how leaders develop through
self-awareness and self-discipline.
Explain how leaders develop through education,
experience, and mentoring.
Summarize the nature of leadership development
programs.
Describe a process for evaluating the outcomes of
leadership development efforts.

207. Learning Objectives (cont’d)
Describe the nature of leadership succession.

208. Self-Help Leadership
Development
Self-awareness involves insightfully processing
feedback about oneself to improve personal
effectiveness
Levels of self-awareness
◦ Single-loop learning
◦ Double-loop learning
Self-discipline is mobilizing one’s efforts and energy
to stay focused on attaining an important goal

209. Figure 15-1 Single-Loop Learning Versus
Double-Loop Learning

210. Factors Contributing to
Leadership Development
Education
Experience
◦ Challenging experiences
◦ Broad experience
◦ Pivotal life experiences
Mentoring
◦ Formal
◦ Informal

212. Figure 15-2 Continuum of Practical Options
for Multifunctional Managerial Development

213. Types of Leadership
Development Programs
Feedback-Intensive Programs
Skill-Based Programs
Conceptual Knowledge Programs
Personal Growth Programs
Socialization Programs
Action Learning Programs
Coaching and Psychotherapy

214. Traditional Approach to
Evaluation
Specify objectives
Measure extent to which two objectives were met
◦ Participants’ acquisition of new skills
◦ Improved organizational effectiveness

215. Evaluation Through Domains of Impact Types
of Competency Domains
Intrapersonal skills
Interpersonal skills
Leadership skills
Business skills

216. Leadership Succession
An orderly process of identifying and grooming people to replace
managers
Succession planning is linked to leadership development in two ways
◦ Being groomed as a successor is part of leadership development
◦ The process of choosing and fostering a successor is part of a manager’s own
development

217. Developing a Pool of
Successors
Evaluate the extent of an organization’s pending leadership shortage
Identify needed executive competencies
Identify high-potential individuals for possible inclusion in the pool
Establish an individually tailored developmental program for each
potential candidate

218. Developing a Pool of
Successors (cont’d)
Select and place people into senior jobs based on their performance,
experience, and potential
Continuously monitor the program and give it top management support

220. A model of leadership development that tightly links
leadership development with management responsibilities at
each level of the organization
Leadership Pipeline

221. Six Levels of the Leadership
Pipeline (at GE)
1. Managing individual contributions
2. Managing managers
3. Being a functional manager
4. Being a business manager
5. Being a group manager
6. Being an enterprise manager

222. Summary
Leadership and management development are
widely practiced in many firms
Leadership development may include self-
development or an organizationally supported
leadership development program
Education, leadership experience, and mentoring
are all contributors to leadership development

223. Summary (cont’d)
There are many different types of leadership
development programs
The evaluation of a leadership development
program can take a traditional approach, specifying
objectives and then measuring whether they were
met, or a domain of impact approach, examining
the ranges of possible effects a program might have

224. Summary (cont’d)
Leadership succession is linked to leadership development
Middle managers are likely to be the next top business leaders