chp16

Leadership in Organizations

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Leadership
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The ability to influence people toward the attainment of organizational goals. Leadership is reciprocal, occurring among people. Leadership is a people activity, distinct from administrative paper shuffling or problem-solving activities. Leadership is dynamic and involves the use of power.
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Leadership versus Management

Management Power: comes from organizational structure, it promotes stability, order, and problem solving within the structure. Leadership Power: comes from personal sources, such as personal interests, goals, and values. promotes vision, creativity, and change. The major differences between the leader and the manager relates to their source of power and level of compliance.

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Sources of Power
Legitimate Power: power coming from a formal management position. Reward Power: stems from the authority to bestow rewards on other people. Coercive Power: the authority to punish or recommend punishment. Expert Power: leaders special knowledge or skill regarding the tasks performed by followers. Referent Power: personality characteristics that command subordinates identification, respect, and admiration so they wish to emulate the leader
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Leader versus Manager Qualities

SOUL Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power

LEADER

MANAGER

MIND Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power

Source: Genevieve Capowski, Anatomy of a Leader: Where Are the Leaders of Tomorrow? Management Review, March 1994, 12 Developed by Cool Pictures & MultiMedia Presentations Copyright 2003 by South-Western, a division of Thomson Learning. All rights reserved.

Personal Characteristics of Leaders

Physical characteristics Activity Energy Personality Alertness Originality, creativity Personal integrity Self-confidence Social characteristics Ability to enlist cooperation Popularity, prestige Sociability, interpersonal skills Social participation Tact, diplomacy

Social background Mobility

Work-related characteristics Achievement drive Drive for responsibility Responsibility in pursuit of goals Task orientation

Intelligence and ability Judgment, decisiveness Knowledge Fluency of speech

Source: Adapted from Bernard M. Bass, Stogdills Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).

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Behavioral Approaches
Consideration: Is mindful of subordinates Establishes mutual trust Provides open communication Develops teamwork Initiating Structure: Is task oriented Directs subordinate work activities toward goal attainment Typically give instructions, spend time planning, and emphasize deadlines Provide explicit schedules of work activities
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Leadership Grid
High
1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. 9,9 Team Management Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect.

Concern for People

5,5 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. 1,1 Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1

Low

Low

Concern for Production

High

Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

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Contingency Approaches
Fiedlers Contingency Theory Hersey and Blanchard Situational Theory Evans and House Path Goal Theory

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Fiedlers Classification of Situation Favorableness

Source: Fred E. Fiedler, The Effects of Leadership Training and Experience: A Contingency Model Interpretation, Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly.

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Path Goal Theory

Source: Based on Bernard M. Bass, Leadership: Good, Better, Best, Organizational Dynamics 13 (Winter 1985), 26-40.

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Path-Goal Theory Leaders Behaviors

Supportive leadership: Leader behavior that shows concern for subordinates Open, friendly, and approachable Creates a team climate Treats subordinates as equals Directive leadership: Tells subordinates exactly what they are supposed to do Planning, making schedules, setting performance goals, and behavior standards Participative leadership: Consults with his or her subordinates about decisions Achievement-oriented leadership: Sets clear and challenging goals for subordinates Behavior stresses high-quality performance
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Path-Goal Situational Contingencies

The personal characteristics of group members The work environment

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Path-Goal Situations & Preferred Leader Behavior

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

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Change Leadership
Transactional Leaders: Clarify the role and task requirements of subordinates Initiate structure Provide appropriate rewards Try to be considerate Meet the social needs of subordinates Charismatic Leaders: The ability to inspire Motivate people to do more than they would normally do Tend to be less predictable than transactional leaders Create an atmosphere of change May be obsessed by visionary ideas
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Changing Leadership & the Workplace

Globalization E-commerce Virtual organization Telecommuting Changing employee interests & expectations Diversity Level 5 Leadership Womens ways of leading Virtual leadership Servant leadership
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