Download as PPTX, PDF, TXT or read online from Scribd
Download as pptx, pdf, or txt
You are on page 1/ 29
Managers As Leaders
16–1 Who Are Leaders and What Is Leadership
• Leader – Someone who can influence others and who has
managerial authority • Leadership – What leaders do; the process of influencing a group to achieve goals • Ideally, all managers should be leaders • Although groups may have informal leaders who emerge, those are not the leaders we’re studying
Leadership research has tried to answer: What is an effective leader?
16–2 Early Leadership Theories • Trait Theories (1920s -1930s) – Research focused on identifying personal characteristics that differentiated leaders from non-leaders 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.
16–3 Early Leadership Theories (cont’d) • Behavioral Theories – University of Iowa Studies (Kurt Lewin) • Identified three leadership styles: – Autocratic style: centralized authority, low participation – Democratic style: involvement, high participation, feedback – Laissez faire style: hands-off management • Research findings: mixed results – No specific style was consistently better for producing better performance. – Employees were more satisfied under a democratic leader than an autocratic leader.
16–4 Early Leadership Theories • Behavioral Theories (cont’d) 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.
16–5 The Managerial Grid • Managerial Grid – Appraises leadership styles using two dimensions: • Concern for people • Concern for production – Places managerial styles in five categories: • Impoverished management • Task management • Middle-of-the-road management • Country club management • Team management
Education, Inc. Publishing as 16–17 Prentice Hall Contemporary Views of Leadership • Transactional Leadership – Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. • Transformational Leadership – Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements. Contemporary Views of Leadership • 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. Contemporary Views of Leadership • 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. Contemporary Views of Leadership • Team Leadership Characteristics – Having patience to share information – Being able to trust others and to give up authority – Understanding when to intervene • Team Leader’s Job – Managing the team’s external boundary – Facilitating the team process • Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication Specific Team Leadership Roles Leadership Issues in the 21st Century • Managing Power – Legitimate power – Expert power • The power a leader has as a • The influence a leader can result of his or her position. exert as a result of his or – Coercive power her expertise, skills, or knowledge. • The power a leader has to punish or control. – Referent power – Reward power • The power of a leader that arise because of a person’s • The power to give positive desirable resources or benefits or rewards. admired personal traits. Developing Trust • Credibility (of a Leader) – The assessment of a leader’s honesty, competence, and ability to inspire by his or her followers • Trust – Is the belief of followers and others in the integrity, character, and ability of a leader • Dimensions of trust: integrity, competence, consistency, loyalty, and openness – Is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment Suggestions for Building Trust Practice openness. Be fair. Speak your feelings. Tell the truth. Show consistency. Fulfill your promises. Maintain confidences. Demonstrate competence.
Education, Inc. Publishing as 16–25 Prentice Hall Empowering Employees • Empowerment – Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems – Why empower employees? • Quicker responses problems and faster decisions • Addresses the problem of increased spans of control in relieving managers to work on other problems Cross-Cultural Leadership • Universal Elements of Effective Leadership – Vision – Foresight – Providing encouragement – Trustworthiness – Dynamism – Positiveness – Proactiveness Selected Cross-Cultural Leadership Findings • Korean leaders are expected to be paternalistic toward employees. • Arab leaders who show kindness or generosity without being asked to do so are seen by other Arabs as weak. • Japanese leaders are expected to be humble and speak frequently. Selected Cross-Cultural Leadership Findings • Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals. • Effective leaders in Malaysia are expected to show compassion while using more of an autocratic than a participative style. • Effective German leaders are characterized by high performance orientation, low compassion, low self- protection, low team orientation, high autonomy, and high participation.
