CH 15 mgmt 210

From management to leadership

Good management is essential to organizations However, good managers must be leaders Management promotes stability and order within the existing organizational structure Leadership motivates toward vision and change Leadership cannot replace management, there should be a balance of both managers must be leaders too, because distinctive qualities are associated with management and leadership that provide different strengths for the organization. A good way to think of the distinction between management and leadership is that management organizes the production and supply of fish to people, whereas leadership teaches and motivates people to fish. Organizations need both types of skills

Level-5

Highest level in a hierarchy of manager capabilities Lack of ego (humility)- humility=means being unpretentious and modest rather than arrogant and prideful Fierce resolve to do what is best for organization Shy and self-effacing Credit other people In contrast to the view of great leaders as larger-than-life personalities with strong egos and big ambitions, Level 5 leaders often seem shy and self-effacing. Level 5 leaders build organizations based on solid values that go far beyond just making money, with an unwavering resolve to do whatever is needed to make the company successful over the long term.

Contingency approaches

How do situations influence leader effectiveness? Situational model of leadership Leadership model (Fiedler) Substitutes for leadership concept which explore how the organizational situation influences leader effectiveness

Ohio State studies

Identified two major behaviors: Consideration; people oriented Mindful of subordinates Respects ideas and feelings Establishes mutual trust Initiating structure; task behavior Task oriented Directs work activities toward goals

Fielder's contingency theory

Leader's style is task oriented or relationship oriented Relatively fixed leadership style difficult to change Goal is to match the leader's style with organizational situation Analyze the leader's style to the favorability of the situation Fiedler considered a person's leadership style to be relatively fixed and difficult to change; therefore, the basic idea is to match the leader's style with the situation most favorable for his or her effectiveness

authentic

Leaders who know and understand themselves Espouse and act with higher order ethical values Staying true to one's values and beliefs Inspire trust and commitment Respect diverse viewpoints Encourage collaboration Help others learn, grow, and develop as leaders To be authentic means being real, staying true to one's values and beliefs, and acting based on one's true self rather than emulating what others do. Authentic leaders inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders

Followership

Organization does not exist without followers Understand followers: critical thinking versus dependent uncritical thinking Alienated follower Passive follower Conformist Pragmatic survivor Effective follower despite the focus on leadership, everyone in an organization is both a follower and a leader. Leadership matters, but without effective followers, no organization can survive

Power & Influence

Position Power Legitimate power Reward power Coercive power Personal Power Expert power Referent power Both leaders and followers use power to get things done Power is the potential ability to influence the behavior of others.Influence is the effect that a person's actions have on the attitudes, values, beliefs, or behavior of others. Whereas power is the capacity to cause a change in a person, influence may be thought of as the degree of actual change.

interactive

Some of the general characteristics associated with Level 5 leaders and authentic leaders are also hallmarks of interactive leadership, which has been found to be associated with female leaders. Interactive leadership means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority. Although both men and women can practice interactive leadership, research indicates that women's style of leadership is typically different from that of most men and is particularly suited to today's organizations

Servant

Work exists for the development of the worker Servant leaders transcend self-interest to serve others Servant leaders give away power, ideas, information, recognition, credit, and money In organizations, servant leaders operate on two levels: for the fulfillment of their subordinates' goals and needs and for the realization of the larger purpose or mission of their organization. Servant leaders often work in the nonprofit world because it offers a natural way to apply their leadership drive and skills to serve others

Gender differences in Leadership behavior

very similar to the quilt card of interactive leardership Associated with Level 5 leaders and female leaders Interactive leadership means that the leader favors a consensual and collaborative process Influence derives from relationships rather than position power and formal authority

Leadership grid

Building on the work of the Ohio State and Michigan studies, Robert R. Blake and Jane S. Mouton of the University of Texas proposed a two-dimensional theory called the Managerial Grid®, which was later restated by Robert R. Blake and Anne Adams McCanse as the Leadership Grid®.42 The model and five of its major management styles are depicted in Exhibit 15.6. Each axis on the grid is a nine-point scale, with 1 meaning low concern and 9 meaning high concern.

Charismatic & Transformational leadership

Charismatic leaders are skilled in the art of visionary leadership Vision is an attractive, ideal future Inspire and motivate people to do more A lofty vision Ability to understand and empathize Empowering and trusting subordinates Visionary leaders speak to the hearts of employees to be a part of something big

Michigan studies

Compared the behavior of effective and ineffective supervisors Employee-centered leaders (most effective) Establish high performance goals Display supportive behavior Job-centered leaders (not effective) Less concerned with goal achievement/human needs Focus on meeting schedules, cost-management, and efficiency

Leadership traits & personal characteristics

Early research on leadership focused on traits Traits - distinguishing personal characteristics of a leader Intelligence, honesty, self-confidence and appearance Great Man Approach to leadership Traits are reemerging as a leadership interest Effective leaders possess varied traits and combine these with their strengths Strengths - natural talents and abilities that have been supported and reinforced with learned knowledge and skills Provides individual with best tools for accomplishment and satisfaction IMAGE 15.5 in textbook

Situational Theory leadership

Extension of behavioral theories Focus on characteristics of followers Seek appropriate leadership behavior Subordinates vary in readiness determined by: Degree of willingness and ability a subordinate demonstrates while performing a task

Contemporary

Four approaches that are in tune with leadership for today's turbulent times are Level 5 leadership, servant leadership, authentic leadership, and interactive leadership, which has been associated with women's style of leading.

styles

Many different styles of leadership can be effective

Behavioral approaches

Research beyond leadership traits Defined two leadership behaviors: Task-oriented behavior People-oriented behavior Foundation of important leadership studies

personal style

The way you handle a problem is different than others? quizlet definition

Substitutes and neutralizers for leadership

There are situations where leader style is unimportant There are situations and variables that can substitute or neutralize leadership characteristics A substitute for leadership makes the leadership style unnecessary or redundant. A neutralizer counteracts the leadership style and prevents the leader from displaying certain behaviors

Leadership style to fit the situation

When Fiedler examined the relationships among leadership style and situational favorability, he found the pattern shown in the upper portion of Exhibit 15.8. Task-oriented leaders are more effective when the situation is either highly favorable or highly unfavorable. Relationship-oriented leaders are more effective in situations of moderate favorability.