Standard Purpose: Concept from Class Analysis: Application of News Article Grammar and Conventions The chosen concept from class is clearly defined and thoroughly explained in the student's own words The chosen news article is from an appropriate news venue (and not an opinion piece). The content of the article is clearly and appropriately applied to the chose class concept. Essay contains a minimum of spelling and grammatical error; reference page is included and correct, in-text citations are included and correct. Exemplary (4) Competent (3) Needs work (2,1,0) Weight 40% 40% 20% Leadership CHAPTER TWELVE What is Leadership? Not so simple to define... Over 350 definitions of leadership Leaders have a huge impact on employees and the well-being of organizations Book definition of a leader: One who influences others to attain goals. Formal leadership: The officially sanctioned leadership based on the authority of a formal position Informal leadership: The unofficial leadership accorded to a person by other members of the organization What is Leadership? (Kotter, 1990) Leaders are individuals who: (1)Establish direction for a working group of individuals Vision A mental image of a possible and desirable future state of the organization. (2)Gain commitment from group members to follow this direction (3)Motivate these members to achieve the direction's outcomes/goals Easy to do 1 of the 3; more difficult to do all 3... Leading and Managing Management - Planning and budgeting - Organizing and staffing - Controlling and problem solving - Advocate stability and the status quo Leadership - Setting a direction for the organization - Aligning people with that direction - Motivating people - Agitate for change and new approaches The Concept of Power Power The ability to influence another person Power is oftentimes necessary to get things accomplished. Power is a function of dependency. The greater B's dependence on A, the greater is A's power in the relationship. Sources of Power 12-6 Legitimate Power Authority or right to tell others what to do Power based on position and mutual agreement For legitimate power to be effective, the employees must believe the authority figure has the right to tell them what to do. Typically, legitimate power is a result of position Example: Supervisor Reward Power Control over valued rewards Power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates. These rewards can be both intrinsic and extrinsic, but they have to be valued in order to influence and control behavior. Low supervisory reward power if everyone gets the same pay raise Coercive Power The power to cause the subordinate, or target, to have an unpleasant experience. It is typically associated with the power to give or withhold punishment. Punishments range from suspension to demotion, termination, or unpleasant job assignments. Low supervisory coercive power if a union contract limits his/her ability to punish Referent Power An elusive power that is based on interpersonal attraction. People gain power and influence in a group because they are liked, admired, and respected. Charismatic individuals are often thought to have referent power. Expert Power The power that exists when the agent has specialized knowledge or superior skills that the target needs. For expert power to work, the target must trust that the expertise given is accurate - perception of expertise The knowledge involved must be relevant and useful to the target. Research on the 5 forms of Power Least effective power bases: legitimate, reward, and coercive Most effective power bases: referent and expert Expert power = strongest relationship with job performance and job satisfaction Paradox of forms of power Least effective = most likely ones used by managers Traditional Approaches to Leadership Trait Approach A leadership perspective that attempts to determine the personal characteristics that great leaders share Behavioral Approach A leadership perspective that attempts to identify what good leaders dothat is, what behaviors they exhibit. Leadership Grid Situational Theories Leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation. Early Trait Theories of Leadership Physical attributes Personality characteristics Social skills and speech fluency Intelligence and scholarship Cooperativeness Insight Research findings are neither strong nor uniform. Thus, trait theories have had very limited success in being able to identify the universal, distinguishing attributes of leaders. Useful Leadership Characteristics Behavioral Theories of Leadership Task performance behaviors Actions taken to ensure that the work group or organization reaches its goals. Group maintenance behaviors Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group Leader-Member Exchange (LMX) theory Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis. Behavioral Theories of Leadership Participation in Decision-making Autocratic Leadership The leader makes decisions on his or her own and then announces those decisions to the group The leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships. Democratic Leadership Leader solicits input from subordinates. The leader is collaborative, responsive, and interactive in relationships and emphasizes rules and regulations less than the autocratic leader. Laissez-Faire Leadership Absence of managerial decision making. The leader fails to accept the responsibilities of the position and leads through non-leadership; This often results in chaos in the work environment Blake & Mouton's Leadership Grid Figure 12.2 Situational Approach: Vroom Model Decide Manager should use the decision method most appropriate for a given situation Consult individually Consult group Facilitate See Table 12.3 Delegate Situational Approach: Vroom Model 12-20 Fiedler's Contingency Model of Leadership A situational approach to leadership postulating Effectiveness that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation. Based on Quality of leader-member relationship Structured vs. unstructured task Leader position power Fiedler's Contingency Model of Leadership Effectiveness Fiedler's Contingency Model of Leadership Relationship-Motivated Leadership Leadership that places primary emphasis on maintaining Effectiveness good interpersonal relationships. Task-Motivated Leadership Leadership that places primary emphasis on completing a task. According to Fiedler, a leader's style is an enduring personality characteristic. A relationship-oriented leader cannot be trained to be task-oriented and vice versa Hersey and Blanchard's situational theory Manager should consider an employee's maturity before deciding whether task performance or maintenance behaviors are more important. High maturity: employees have the ability and confidence to do a good job Low maturity: task-oriented Moderate maturity: relationship-oriented High maturity: none! Group Activity... BREITT, STARR & DIAMOND LLC Case Divide into groups of 4 or 5 Read the case study and discuss the questions in your group Turn in one completed worksheet to me before you leave today for class participation credit - Be sure to include everyone's name. Contemporary Perspectives Charismatic Leader A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers. Leaders use the force of personal abilities and talents to have profound effects on followers Positive and negative face of charismatic leadership Charismatic leaders heavily rely on referent power Contemporary Perspectives Transactional leaders Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered. Formal rewards and punishments Transformational leaders Leaders who motivate people to transcend their personal interests for the good of the group. Inspire and excite followers Contemporary Perspectives Authentic Leadership: A style in which the leader is true to himself or herself while leading Leaders have a conscious and well-developed sense of values and act in ways that are consistent to their value systems. Emphasize authenticity and self-awareness Motivate followers by building hope, optimism, and self-efficacy