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Leadership
Chapter 12 Introduction While the leader and the manager may both know what needs to be accomplished, it is the leader who knows how to accomplish it, and who sets about mobilizing others toward that target. There are many theories of leadership, although none is universal. A leader can learn from each and adapt.
2 Leadership vs. Management 12-1 Leadership A leader’s primary goal is to achieve organizational objectives using organizational resources. Why do some individuals inspire others to put forth their best efforts? Leadership is the process of motivating, influencing, and enabling others to contribute toward the achievement of organizational goals. Involves setting or changing the direction for the organization, aligning people with that direction through communication, and motivating people to action.
4 20XX Management Leadership and management deliver different outcomes.
Management produces stability, predictability, order, efficiency to help the
organization achieve short-term results.
Leadership produces change, sets long-term goals, challenges the status quo, which moves organizations into the future.
Healthy organizations needs both effective leadership and good management.
Changes brought by the 21st century mean that organizations can no longer rely solely on traditional management and hope to maintain their success.
5 12-2 Trait Theories • Mid-1800s • Belief that elements that made someone a good leader were intrinsic—that good leaders were simply born with certain traits that made them seek out and excel in leadership roles. • Trait: distinguishing quality or characteristic of a person • Physical attributes? Personality characteristics? Leader abilities? • Research on trait theories has found no solid conclusions. • All leaders do not share the same set of traits, and there are people with those traits who are not leaders. 6 12-3 Behavioural Theories • Identify the actions that leaders used to achieve results • People can learn to become leaders, and can improve their leadership skills, by changing their behaviours. • Foundations of behavioural research: Ohio State studies, the Michigan studies • The Leadership Grid
7 12-4 Contingency Theories • No leadership style is best in all situations. • Leadership outcomes may be more successful if leader traits and behaviours are considered in relation to situational contingencies. • Fiedler’s Contingency Theory: The least preferred coworker, situational favourableness, leadership effectiveness • Path-Goal Theory: situational factors, environmental factors • Hersey-Blanchard Situational Leadership Model 8 12-5 Transactional Theories • Leader-Member Exchange
11 12-8 Followership While theories of leadership continue to be researched, and new dimensions of leadership are being investigated and refined, the concept of followership is gaining ground in organizational behaviour research. Followership: the actions and behaviours of those being led The traditional view casts followers as passive, but a more contemporary view casts the follower role as an active participant in organizational behaviours and an integral component to the leadership process. Types of followers: alienated, sheep, yes people, survivors, effective 12 20XX 12-9 Guidelines
