Chapter 14 - Leading and Leadership

Place Slide Title Text Here
JOHN R. SCHERMERHORN, JR.

MANAGEMENT
12 Edition
th
Chapter 14
Leading and Leadership

Development
©2013 John Wiley & Sons, Inc. All rights reserved. 14-1
Planning Ahead
Place Slide Title — Chapter
Text Here 14 Study Questions
1. What is the nature of leadership?

2. What are the important leadership traits and
behaviors?
3. What are the contingency approaches to
leadership?
4. What are current issues in personal
leadership development?
Chapter
Place Slide Title 14 Learning
Text Here Dashboard
1. The Nature of Leadership

1. Leadership and power
2. Leadership and vision
3. Leadership as service
2. Leadership Traits and Behaviors
1. Leadership traits
2. Leadership behaviors
3. Classic leadership styles
Chapter
Place Slide Title 14 Learning
Text Here Dashboard
3. Contingency Approaches to Leadership

1. Fiedler’s contingency model
2. Hersey-Blanchard situational model
3. Path-goal theory
4. Leader-member exchange theory
5. Leader-participation model
4. Personal Leadership Development

1. Charismatic and transformational leadership
2. Emotional intelligence and leadership
3. Gender and leadership
4. Moral leadership
5. Drucker’s “old-fashioned” leadership
Takeaway
Place 1:Text
Slide Title The Here
Nature of Leadership
• Leadership
– The process of inspiring others to work hard to
accomplish important tasks
Figure 14.1 Leading viewed in relationship to the other
management functions
Takeaway
Place 1:Text
• Power
– Ability to get someone else to do something you
want done or make things happen the way you
want
– Power should be used to influence and control
others for the common good rather seeking to
exercise control for personal satisfaction
Takeaway
Place 1:Text
• Two sources of managerial power:
Takeaway
Place 1:Text
• Position power
– Based on a manager’s official status in the
organization’s hierarchy of authority
Takeaway
Place 1:Text
• Personal power
– Based on the unique personal qualities that a
person brings to the leadership situation
Takeaway
Place 1:Text
Takeaway
Place 1:Text
• Visionary leadership
– Vision
• A future that one hopes to create or achieve in order
to improve upon the present state of affairs
– Visionary leadership
• A leader who brings to the situation a clear and
compelling sense of the future as well as an
understanding of the actions needed to get there
successfully
Takeaway
Place 1:Text
• Servant leadership
– Commitment to serving others
– Followers more important than leader
– “Other centered” not “self-centered”
– Power not a “zero-sum” quantity
– Focuses on empowerment, not power
Takeaway
Place 1:Text
• Empowerment
– The process through which managers enable and
help others to gain power and achieve influence
– Effective leaders empower others by providing
them with:
Takeaway
Place Slide 2: Leadership
Title Text HereTraits and Behaviors
Takeaway
• Leadership behavior
– Leadership behavior theories focus on how
leaders behave when working with followers
– Leadership styles are recurring patterns of
behaviors exhibited by leaders
– Basic dimensions of leadership behaviors:
• Concern for the task to be accomplished
• Concern for the people doing the work
Takeaway
Figure 14.2 Blake and Mouton’s Leadership Grid
Takeaway
• Classic leadership styles:

– Autocratic style
• Emphasizes task over people
– Human relations style
• Emphasizes people over task
– Laissez-faire style
• Shows little concern for task
– Democratic style
• Committed to task and people
Takeaway
Place 3: Title
Slide Contingency Approaches to Leadership
Text Here
Fiedler’s Contingency Model

– Good leadership depends on a match between
leadership and situational demands
– Determining leadership style:
• Low LPC  task-motivated leaders
• High LPC  relationship-motivated leaders
– Leadership is part of one’s personality, and
therefore relatively enduring and difficult to
change
– Leadership style must be fit to the situation
Takeaway
Place 3: Title
Text Here
Fiedler’s contingency model (cont.)

– Diagnosing situational control:
• Quality of leader-member relations (good or poor)
• Degree of task structure (high or low)
• Amount of position power (strong or weak)
– Task oriented leaders are most successful in:
• Very favorable (high control) situations
• Very unfavorable (low control) situations
– Relationship-oriented leaders are most successful in:
• Situations of moderate control
Figure 14.3 Predictions on style-situation fit from Fiedler’s
contingency leadership model
Takeaway
Place 3: Title
Text Here
Hersey-Blanchard situational leadership

model
– Leaders adjust their styles depending on
the readiness of their followers to perform
in a given situation
• Readiness — how able, willing and confident
followers are in performing tasks
Figure 14.4 Leadership implications of the Hersey-Blanchard
situational leadership model
Takeaway
Place 3: Title
Text Here
Hersey-Blanchard leadership styles:

– Delegating
• Low-task, low-relationship style
• Works best in high readiness-situations
– Participating
• Low-task, high-relationship style
• Works best in low- to moderate-readiness
situations
Takeaway
Place 3: Title
Text Here
Hersey-Blanchard leadership styles:

– Selling
• High-task, high-relationship style
• Work best in moderate- to high-readiness
situations
– Telling
• High-task, low-relationship style
• Work best in low-readiness situations
Takeaway
Place 3: Title
Text Here
House’s path-goal leadership theory

– Effective leadership deals with the paths
through which followers can achieve goals
– Leadership styles for dealing with path-goal
relationships:
• Directive leadership
• Supportive leadership
• Achievement-oriented leadership
• Participative leadership
Figure 14.5 Contingency relationships in House’s path-
goal leadership theory
Takeaway
Place 3: Title
Text Here
House’s leadership styles:
Takeaway
Place 3: Title
Text Here
When to use House’s leadership styles:

– Use directive leadership when job assignments
are ambiguous
– Use supportive leadership when worker self-
confidence is low
– Use participative leadership when performance
incentives are poor
– Use achievement-oriented leadership when task
challenge is insufficient
Takeaway 3: Contingency
Place Slide Approaches to Leadership?
Title Text Here
Substitutes for leadership

– Factors in the work setting that direct the work
efforts without the involvement of the leader
• Follower characteristics
– Ability, experience, independence
• Task characteristics
– Routine, feedback
• Organization characteristics
– Clarity of plans, formalized rules and procedures
Takeaway
Place 3: Title
Text Here
Leader-Member Exchange Theory (LMX)

– Not all people are treated the same by
leaders in leadership situations
• “In groups”
– High LMX
• “Out groups”
– Low LMX
Takeaway
Place 3: Title
Text Here
Leader-Member Exchange Theory (LMX)

– Nature of the exchange is based on presumed
characteristics by the leader
Figure 14.6 Elements of leader exchange theory
Takeaway
Place 3: Title
Text Here
Vroom-Jago leader-participation theory

– Helps leaders choose the method of
decision making that best fits the nature of
the problem situation
– Basic decision-making choices:
• Authority decision
• Consultative decision
• Group decision
Figure 14.7 Leadership implications of Vroom-Jago
leader-participation model
Takeaway
Place 3: Title
Text Here
Decision-making options in the Vroom-Jago

leader-participation theory:
Takeaway
Place 3: Title
Text Here
Contingency factors in the Vroom-Jago leader-

participation theory:
Takeaway
Place 3: Title
Text Here
According to Vroom-Jago leader-participation

theory, a leader should use authority-oriented
decision methods when
– The leader has greater expertise to solve a
problem
– The leader is confident and capable of acting alone
– Others are likely to accept and implement the
decision
– Little or no time is available for discussion
Takeaway
Place 3: Title
Text Here
According to Vroom-Jago leader-participation

theory, a leader should use group-oriented and
participative decision methods when …
– the leader lacks sufficient information to solve a
problem by himself/herself
– the problem is unclear and help is needed to clarify the
situation
– acceptance of the decision and commitment by others
is necessary for implementation
– adequate time is available for true participation
Takeaway
Place 3: Title
Text Here
Takeaway
Place Slide4:Title
Personal Leadership Development
Text Here
• Superleaders
– Persons whose vision and strength of
personality have an extraordinary impact on
others
• Charismatic leaders
– Develop special leader-follower
relationships and inspire
others in extraordinary ways
Takeaway
Place Slide 4: Personal
Title Leadership Development?
Text Here
Transformational leader
– Someone who is truly inspirational as a
leader and who arouses others to seek
extraordinary performance
accomplishments
Takeaway
Place Slide4:Title
Text Here
Takeaway
Place Slide4:Title
Text Here
• Emotional intelligence
– The ability of people to manage emotions in
social relationships
– Characteristics of the emotionally intelligent
leader:
• High self-awareness
• Motivated and persistent
• High social awareness
• Good self management
• Good relationship management
Takeaway
Place Slide4:Title
Text Here
Gender and leadership

– Gender similarities hypothesis
• Males and females have similar psychological
properties
• Men and women can be equally effective
leaders
• Men and women are sometimes perceived as
using different styles of leadership
Takeaway
Place Slide4:Title
Personal
TextLeadership
Here Development
– Women tend to use interactive leadership

• A style that shares qualities with transformational
leadership
• Leaders with this style are democratic,
participative, and inclusive.
– Men tend to use transactional leadership
– Interactive leadership provides a good fit with
the demands of a diverse workforce and the
new workplace
Takeaway
Place Slide4:Title
Text Here
Moral leadership
– Ethical leadership that is always “good” and “right”
– All leaders are expected to maintain high ethical standards
– Long-term, sustainable success requires ethical behavior
– Integrity involves the leader’s honesty, credibility, and
consistency in putting values into action
– Moral overconfidence is an overly positive view of one’s
strength of character
– Authentic leadership activates positive psychological states
to achieve self awareness and positive self-regulation.
Takeaway
Place Slide4:Title
Text Here
Drucker’s “old-fashioned” leadership

– Leadership is more than charisma; it is
“good old-fashioned” hard work
Takeaway
Place Slide4:Title
Text Here
– Essentials of “old-fashioned” leadership:

• Defining and establishing a sense of mission
• Accepting leadership as a “responsibility”
rather than a rank
• Surround yourself with talented people
• Don’t blame others when things go wrong
• Keep your integrity, earn trust
• Don’t be clever, be consistent

Chapter 14 - Leading and Leadership

Uploaded by

Copyright:

Available Formats

Chapter 14 - Leading and Leadership

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter 14 - Leading and Leadership

Uploaded by

Copyright:

Available Formats

Place Slide Title Text Here

JOHN R. SCHERMERHORN, JR.

Leading and Leadership

1. What is the nature of leadership?

1. The Nature of Leadership

3. Contingency Approaches to Leadership

4. Personal Leadership Development

• Two sources of managerial power:

• Classic leadership styles:

Fiedler’s Contingency Model

Fiedler’s contingency model (cont.)

Hersey-Blanchard situational leadership

Hersey-Blanchard leadership styles:

Hersey-Blanchard leadership styles:

House’s path-goal leadership theory

House’s leadership styles:

When to use House’s leadership styles:

Substitutes for leadership

Leader-Member Exchange Theory (LMX)

Leader-Member Exchange Theory (LMX)

Vroom-Jago leader-participation theory

Decision-making options in the Vroom-Jago

Contingency factors in the Vroom-Jago leader-

According to Vroom-Jago leader-participation

According to Vroom-Jago leader-participation

Gender and leadership

using different styles of leadership

– Women tend to use interactive leadership

Drucker’s “old-fashioned” leadership

– Essentials of “old-fashioned” leadership:

You might also like