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Unit 8
Leadership
Huynh Dang Khoa (M.B.A)
8
1. Nature of leadership
2. Power and Leadership
LEARNING 3. Leadership Traits and Behavioral Model
OBJECTIVES
4. Contingency Theories of Leadership
5. Contemporary views of leadership
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WHO ARE LEADERS AND WHAT IS LEADERSHIP?
8.1
Nature of
leadership Leader – someone who can influence others and
who has managerial authority.
Leadership – what leaders do; the process of
influencing a group to achieve goals.
Ideally, all managers should be leaders.
Q01: Define Leader.
Q02: Define Leadership.
Power: The Key to Leadership
8.2
Power and There are several types of power:
Leadership
Legitimate, reward, coercive, expert, and referent power
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LEGITIMATE POWER
8.2
Power and The authority that a manager has by virtue of his or
Leadership
her position in an organization’s hierarchy
• Hiring new employees,
• Assigning projects to the artists and designers,
• Monitoring their work, and
• appraising their performance.
REWARD POWER
8.2
Power and
The ability of a manager to give or withhold
Leadership tangible and intangible rewards
Tangible rewards Intangible rewards
• Pay raises, • Verbal praise,
• Bonuses, • A pat on the back,
• Choice job assignments • Respect
Effective managers Ineffective managers
use their reward power to show use rewards in a more controlling
appreciation for subordinates’ good work manner (wielding the “stick” instead of
and efforts offering the “carrot”) that signals to
subordinates that the manager has the
upper hand
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COERCIVE POWER
8.2
The ability of a manager to punish others.
Power and
Leadership
Punishment can range from verbal reprimands to
reductions in pay or working hours to actual dismissal.
EXPERT POWER
8.2 Power that is based on the special knowledge,
Power and
Leadership skills, and expertise that a leader possesses.
The nature of expert power varies, depending on the
leader’s level in the hierarchy
First-level
managers
often have technical expertise
relevant to the tasks their
subordinates perform.
Middle
managers
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REFERENT POWER
8.2 Power that comes from subordinates’ and
Power and
Leadership coworkers’ respect, admiration, and loyalty
• Referent power is more informal than the other kinds of
power.
• Referent power is a function of the personal
characteristics of a leader
Empowerment: An Ingredient in Modern Management
8.2 Empowerment: the process of giving employees at all levels the
Power and
Leadership authority to make decisions, be responsible for their outcomes, improve
quality, and cut costs—is becoming increasingly popular in organizations.
Responsibility Authority
Empowerment can contribute to effective leadership for several
reasons:
• Empowerment increases a manager’s ability to get things done
• Empowerment often increases workers’ involvement, motivation, and
commitment.
• Empowerment gives managers more time to concentrate on their
pressing concerns
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Trait Theories (1920s -1930s)
8.3
Leadership
Traits and
• Research focused on identifying personal
Behavioral
Model characteristics that differentiated leaders from
non-leaders was unsuccessful.
• It proved impossible to identify a set of traits that
would always differentiate a leader (the person)
from a nonleader.
Trait Theories (1920s -1930s)
8.3
Leadership
Traits and
Behavioral
Model
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Trait Theories (1920s -1930s)
8.3
Leadership
Traits and
Behavioral
Model
The Behavior Model
8.3
Leadership
Traits and ⯈Behavioral theories – leadership theories that
Behavioral identify behaviors that differentiated effective leaders
Model from ineffective leaders.
• University of Iowa Studies
– Identified three leadership styles
• Autocratic
• Democratic
• Laissez-faire
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University of Iowa Studies
8.3
Leadership
Traits and • Autocratic style – A leader who dictates work methods,
Behavioral makes unilateral decisions, and limits employee participation.
Model
• Democratic style – A leader who involves employees in
decision-making, delegates authority, and uses feedback as an
opportunity for coaching employees
• Laissez-faire style – A leader who lets the group make
decisions and complete the work in whatever way it sees fit.
The Behavior Model
8.3
Leadership
Traits and ⯈The Ohio State Studies
Behavioral
Model – Identified two dimensions of leader behavior:
• Initiating structure: the role of the leader in defining
his or her role and the roles of group members.
• Consideration: the leader’s mutual trust and
respect for group members’ ideas and feelings
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8.3 RESULTS OF OHIO STATE STUDIES
Leadership
Traits and
Behavioral
• High consideration/high structure leaders generally, but
Model
not always, achieved high scores on group task
performance and satisfaction.
• Evidence indicated that situational factors appeared to
strongly influence leadership effectiveness.
8.3 UNIVERSITY OF MICHIGAN STUDIES
Leadership
Traits and
Behavioral Identified two dimensions of leader behavior:
Model
– Employee oriented: emphasizing personal relationships
– Production oriented: emphasizing task accomplishment
• Research findings:
– Leaders who are employee oriented are strongly
associated with high group productivity and high job
satisfaction.
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8.3 THE MANAGERIAL GRID
Leadership
Traits and
⯈Managerial grid – a two-dimensional grid for appraising
Behavioral
Model leadership styles.
• Places managerial styles in five categories:
– Impoverished management
– Task management
– Middle-of-the-road management
– Country club management
– Team management
8.3
Leadership
Traits and
Behavioral
Model
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8.4 Fieldler contingency model
Contingency
Theories of
⯈Fieldler contingency model – a leadership theory
Leadership
proposing that effective group performance depends on
the proper match between a leader’s style and the
degree to which the situation allows the leader to
control and influence.
⯈Least-preferred coworker (LPC) questionnaire – a
questionnaire that measures whether a leader is task or
relationship oriented.
8.4 Fieldler contingency model
Contingency
Theories of
Leadership
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8.4 HERSEY AND BLANCHARD’S SITUATIONAL
LEADERSHIP THEORY (SLT)
Contingency
Theories of
Leadership • Situational Leadership Theory (SLT) – a
leadership contingency theory that focuses
on followers’ readiness.
• Readiness – the extent to which followers
have the ability and willingness to
accomplish a specific task.
8.4 LEADERSHIP STYLES
Contingency
Theories of • Telling (high task–low relationship): The
Leadership
leader defines roles and tells people what,
how, when, and where to do various tasks.
• Selling (high task–high relationship): The
leader provides both directive and supportive
behavior.
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8.4 LEADERSHIP STYLES
Contingency
Theories of
• Participating (low task–high relationship):
Leadership
The leader and followers share in decision-
making; the main role of the leader is
facilitating and communicating.
• Delegating (low task–low relationship):
The leader provides little direction or
support.
8.4 LEADERSHIP Matrix
Contingency
Theories of
Leadership
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8.4 FOUR STAGES OF FOLLOWER READINESS
Contingency
Theories of
• R1: People are both unable and unwilling
Leadership
to take responsibility for doing something.
Followers aren’t competent or confident.
• R2: People are unable but willing to do the
necessary job tasks. Followers are motivated
but lack the appropriate skills.
8.4 FOUR STAGES OF FOLLOWER READINESS
Contingency
Theories of
• R3: People are able but unwilling to do what
Leadership
the leader wants. Followers are competent,
but don’t want to do something.
• R4: People are both able and willing to do
what is asked of them.
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8.4 FOUR STAGES OF FOLLOWER READINESS
Contingency
Theories of
Leadership
8.4 PATH-GOAL MODEL
Contingency
Theories of
⯈Path-goal theory – a leadership theory that
Leadership
says the leader’s job is to assist followers in
attaining their goals and to provide direction or
support needed to ensure that their goals are
compatible with the goals of the group or
organization.
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8.4 PATH-GOAL MODEL
Contingency
Theories of ⯈Four leadership behaviors
Leadership
– Directive leader: Lets subordinates know what’s
expected of them, schedules work to be done, and
gives specific guidance on how to accomplish tasks.
– Supportive leader: Shows concern for the needs
of followers and is friendly.
8.4 PATH-GOAL MODEL
Contingency
Theories of ⯈Four leadership behaviors
Leadership
– Participative leader: Consults with group members
and uses their suggestions before making a decision.
– Achievement oriented leader: Sets challenging
goals and expects followers to perform at their
highest level.
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8.4 PATH-GOAL MODEL
Contingency
Theories of
Leadership
⯈Leader-member exchange theory (LMX) – the
8.5
Contemporary leadership theory that says leaders create in-groups and
views of out-groups and those in the in- group will have higher
leadership
performance ratings, less turnover, and greater job
satisfaction.
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• Transactional leaders – leaders who lead primarily
8.5 by using social exchanges (or transactions).
Contemporary
views of • Transformational leaders – leaders who stimulate and
leadership
inspire (transform) followers to achieve extraordinary
outcomes.
• Charismatic leader – an enthusiastic, self- confident
leader whose personality and actions influence people
to behave in certain ways.
• Visionary leadership – the ability to create and
articulate a realistic, credible, and attractive vision of
the future that improves upon the present situation.
8.5
Contemporary Team Leadership – many leaders are not equipped to
views of
leadership handle the change to employee teams.
• A team leader’s job is to focus on two priorities:
1. Managing the team’s external boundary.
2. Facilitating the team process.
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8.5 LEADERSHIP ISSUES IN THE TWENTY-FIRST
CENTURY
Contemporary
views of
leadership ⯈Managing Power
– Legitimate power – the power a leader has as a
result of his or her position.
– Coercive power – the power a leader has to punish
or control.
– Reward power – the power to give positive
benefits or rewards.
8.5 LEADERSHIP ISSUES IN THE TWENTY-FIRST
CENTURY
Contemporary
views of
leadership ⯈Managing Power
– Expert power – the influence a leader can
exert as a result of his or her expertise, skills, or
knowledge.
– Referent power – the power of a leader that
arises because of a person’s desirable resources or
admired personal traits.
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8.5 LEADERSHIP ISSUES IN THE TWENTY-FIRST
CENTURY
Contemporary
views of
leadership ⯈Developing Trust
– Credibility – the degree to which followers perceive
someone as honest, competent, and able to inspire.
– Trust – the belief in the integrity, character, and
ability of a leader.
8.5 LEADERSHIP ISSUES IN THE TWENTY-FIRST
CENTURY
Contemporary
views of
leadership
⯈Empowering Employees
– Empowerment – increasing the decision-making
discretion of workers such that teams can make key
operating decisions in developing budgets, scheduling
workloads, controlling inventories, and solving quality
problems.
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8.5 LEADERSHIP ISSUES IN THE TWENTY-FIRST
CENTURY
Contemporary
views of
leadership
⯈Leading Across Cultures
– Effective leaders do not use a single style. They adjust
their style to the situation.
– National culture is certainly an important situational
variable in determining which leadership style will be
most effective.
THANKS!
Any questions?
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