What are the important leadership traits

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Management 9/e - Chapter 13 2

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What is the nature of leadership?

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What are the important leadership traits and behaviors?

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What are the contingency theories of leadership?

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What are some current issues in

leadership development?

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Role of management is to promote stability or to enable the organization to run

smoothly.

Role of leadership is to promote adaptive or useful changes.

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 Leadership.

 The process of inspiring others to work hard to accomplish important tasks.

Process of influencing others to understand and agree on what needs to be done and how to do it; and

Process of facilitating individual and

collective efforts to accomplish shared objectives

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 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.

 Two sources of managerial power:

 Position power.

 Personal power.

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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.

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Meeting the challenges of visionary leadership:

 Challenge the process.

 Show enthusiasm.

 Help others to act.

 Set the example.

 Celebrate achievements.

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 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.

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 Servant Leadership and empowerment.

 Empowerment.

 The process through which managers enable and help others to gain power and achieve influence.

 Effective leaders empower others by providing them with:

 Information.

 Responsibility.

 Authority.

 Trust.

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Trait theories of leadership

Assume that personality traits play a central role in differentiating between leaders and non-leaders, or in predicting leader or

organizational outcomes.

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 Traits that are important for leadership success:

 Drive

 Self-confidence

 Creativity

 Cognitive ability

 Business knowledge

 Motivation

 Flexibility

 Honesty and integrity

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 Task concerns

› Plans and defines work to be done.

› Assigns task responsibilities.

› Sets clear work standards.

› Urges task completion.

› Monitors

performance results.

 People concerns

› Acts warm and supportive toward followers.

› Develops social

rapport with followers.

› Respects the feelings of followers.

› Is sensitive to followers’ needs.

› Shows trust in followers.

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 Classic leadership styles:

 Autocratic style.

 Emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion.

 Laissez-faire style.

 Shows little concern for task, lets the group make

decisions, and acts with a “do the best you can and don’t bother me” attitude.

 Democratic style.

 Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop

skills and competencies.

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Behavioral theories

Assumes that leadership is central to performance and other outcomes.

Focuses on leader behaviors rather than traits.

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Situational Contingency Leadership

The effects of leader traits and behaviors are enhanced by their relevance to situational contingencies.

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Fiedler’s contingency model

Situational control

 The extent to which a leader can determine what his or her group is going to do, as well as the outcomes of the group’s actions and

decisions.

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Fiedler’s Situation Control Variables

Leader /Member Relations (good/poor):

Members support for leader.

Task Structure (high/low):

Spells out leader’s task goals and

procedures.

Position Power (strong/weak):

Leader’s task expertise, and reward/punishment

authority

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Fiedler’s model requires a match on several parameters before leader’s effectiveness can be predicted.

 Good relations between the leader and the members, AND

 A highly structured the job, AND

 Strong position power

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Hersey and Blanchard Situational Leadership Theory

Diagnose demands of the situation

Assess Readiness

 The extent to which the follower has the ability and willingness to complete a task.

 Implement appropriate leadership response.

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House’s path-goal theory of leadership

Assumes that a leader’s key function is to adjust his or her behaviors to complement situational contingencies.

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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.

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Superleaders.

› Persons whose vision and strength of

personality have an extraordinary impact on others.

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Charismatic leaders.

› Develop special leader-follower relationships and inspire others in extraordinary ways.

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Charismatic leaders

Leaders who, by force of their personal

abilities, are capable of having a profound and extraordinary effect on followers.

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Transactional leadership

Involves leader-follower exchanges necessary for achieving routine performance that is agreed

upon by leaders and followers.

•Uses contingent rewards to motivate followers.

•Identifies what must be done to accomplish the desired results.

•Uses corrective action only when goals not met.

•Laissez faire style – avoids making decisions.

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Transformational leadership

 Leaders broaden and elevate followers’

interests, generate awareness and acceptance of the group’s mission, and stir followers to look beyond self-interests.

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Dimensions of transformational leadership

 Charisma

 Inspiration

 Intellectual stimulation

 Individualized consideration

 Empowerment

 Integrity

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Drucker’s “old-fashioned” leadership.

Leadership is more than charisma; it is

“good old-fashioned” hard work.

Essentials of “old-fashioned” leadership:

 Defining and establishing a sense of mission.

 Accepting leadership as a “responsibility”

rather than a rank.

 Earning and keeping the trust of others.

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“Great leaders are almost always great simplifiers, who can cut through argument,

debate and doubt, to offer a solution everybody can understand.”

- Colin Powell

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