LEADERSHIP IN ORGANIZATIONS.ppt

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1、LEADERSHIP IN ORGANIZATIONS,Prepared by:GREGAR DONAVEN E.VALDEHUEZA,MBALourdes College Instructor,Learning Objectives,Define leadership and explain its importance for organizations.Identify personal characteristics associated with effective leaders.Explain the five sources of power and how each caus

2、es different subordinate behavior.Describe the different theories of leadership.Describe the different leadership styles.Explain innovative approaches to leadership in the new workplace.,The Nature of Leadership,Leadership occurs among people,involves the use of influence,and is used to attain goals

3、.Leadership:the ability to influence people toward the attainment of goals.,Leadership versus Management,Leaders have followersCharismatic,transformational stylePeople focusSeek riskA surprising number of these leaders had some form of handicap in their lives which they had to overcome.Some had trau

4、matic childhoods,some had problems such as dyslexia,others were shorter than average.This perhaps taught them the independence of mind that is needed to go out on a limb and not worry about what others are thinking about you.,Managers have subordinatesAuthoritarian,transactional styleWork focus Seek

5、 comfortAn interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives.This leads them to be relatively risk-averse and they will seek to avoid conflict where possible.In terms of people,they generally like to run

6、 a happy ship.,Characteristics of Leader and Manager,Characteristics of Leader and Manager,Power:the potential ability to influence others behavior.,Position Power,Legitimate PowerPower that stems from a formal management position in an organization and the authority granted to it.Reward PowerPower

7、that results from the authority to bestow rewards on other people.Coercive PowerPower that stems from the authority to punish or recommend punishment.,Personal Power,Expert PowerPower that stems from special knowledge of or skill in the tasks performed by subordinates.Referent PowerPower that result

8、s from characteristics that command subordinates identification with,respect and admiration for,and desire to emulate the leader.,Theories of Leadership,Great Man Theory(1)AssumptionsLeaders are born and not made.Great leaders will arise when there is a great need.DescriptionThe idea of the Great Ma

9、n also strayed into the mythic domain,with notions that in times of need,a Great Man would arise,almost by magic.This was easy to verify,by pointing to people such as Eisenhower and Churchill,let alone those further back along the timeline,even to Jesus,Moses,Mohammed and the Buddah.DiscussionGender

10、 issues were not on the table when the Great Man theory was proposed.Most leaders were male and the thought of a Great Woman was generally in areas other than leadership.Most researchers were also male,and concerns about androcentric bias were a long way from being realized.,Trait Theory(2)Assumptio

11、nsPeople are born with inherited traits.Some traits are particularly suited to leadership.People who make good leaders have the right(or sufficient)combination of traits.DescriptionStogdill(1974)identified the following traits and skills as critical to leaders.,McCall and Lombardo(1983)researched bo

12、th success and failure identified four primary traits by which leaders could succeed or derail:Emotional stability and composure Admitting errorGood interpersonal skills Intellectual breadthDiscussionThere have been many different studies of leadership traits and they agree only in the general saint

13、ly qualities needed to be a leader.For a long period,inherited traits were sidelined as learned and situational factors were considered to be far more realistic as reasons for people acquiring leadership positions.Paradoxically,the research into twins who were separated at birth along with new scien

14、ces such as Behavioral Genetics have shown that far more is inherited than was previously supposed.Perhaps one day they will find a leadership gene.,Behavioral Theories(3)AssumptionsLeaders can be made,rather than are born.Successful leadership is based in definable,learnable behavior.DescriptionBeh

15、avioral theories of leadership do not seek inborn traits or capabilities.Rather,they look at what leaders actually do.If success can be defined in terms of describable actions,then it should be relatively easy for other people to act in the same way.This is easier to teach and learn than to adopt th

16、e more ephemeral traits or capabilities.DiscussionA behavioral theory is relatively easy to develop,as you simply assess both leadership success and the actions of leaders.With a large enough study,you can then correlate statistically significant behaviors with success.You can also identify behavior

17、s which contribute to failure,thus adding a second layer of understanding.,Participative Leadership(4)AssumptionsInvolvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions.People are more committed to actions where they have involved in

18、 the relevant decision-making.People are less competitive and more collaborative when they are working on joint goals.When people make decisions together,the social commitment to one another is greater and thus increases their commitment to the decision.Several people deciding together make better d

19、ecisions than one person alone.StyleA Participative Leader,rather than taking autocratic decisions,seeks to involve other people in the process,possibly including subordinates,peers,superiors and other stakeholders.,The level of participation may also depend on the type of decision being made.Decisi

20、ons on how to implement goals may be highly participative,whilst decisions during subordinate performance evaluations are more likely to be taken by the manager.DiscussionThere are many potential benefits of participative leadership,as indicated in the assumptions,above.This approach is also known a

21、s consultation,empowerment,joint decision-making,democratic leadership,Management By Objective(MBO)and power-sharing.Participative Leadership can be a sham when managers ask for opinions and then ignore them.This is likely to lead to cynicism and feelings of betrayal.,Situational Leadership(5)Assump

22、tionsThe best action of the leader depends on a range of situational factors.StyleWhen a decision is needed,an effective leader does not just fall into a single preferred style,such as using transactional or transformational methods.Yukl(1989)seeks to combine other approaches and identifies six vari

23、ables:Subordinate effort:the motivation and actual effort expended.Subordinate ability and role clarity:followers knowing what to do and how to do it.Organization of the work:the structure of the work and utilization of resources.Cooperation and cohesiveness:of the group in working together.Resource

24、s and support:the availability of tools,materials,people,etc.External coordination:the need to collaborate with other groups.DiscussionTannenbaum and Schmidt(1958)identified three forces that led to the leaders action:the forces in the situation,the forces in then follower and also forces in the lea

25、der.This recognizes that the leaders style is highly variable.Maier(1963)noted that leaders not only consider the likelihood of a follower accepting a suggestion,but also the overall importance of getting things done.Thus in critical situations,a leader is more likely to be directive in style simply

26、 because of the implications of failure.,Contingency Theories(6)AssumptionsThe leaders ability to lead is contingent(synonym:dependent)upon various situational factors,including the leaders preferred style,the capabilities and behaviors of followers and also various other situational factors.Descrip

27、tionContingency theories are a class of behavioral theory that contend that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others.An effect of this is that leaders who are very effective at one place and time may become u

28、nsuccessful either when transplanted to another situation or when the factors around them change.DiscussionContingency theory is similar to Situational Theory in that there is an assumption of no simple one right way.The main difference is that situational theory tends to focus more on the behaviors

29、 that the leader should adopt,given situational factors(often about follower behavior),whereas contingency theory takes a broader view that includes contingent factors about leader capability and other variables within the situation.,Transactional(Management)Leadership(7)AssumptionsPeople are motiva

30、ted by reward and punishment.Social systems work best with a clear chain of command.When people have agreed to do a job,a part of the deal is that they cede(yield or grant)all authority to their manager.The prime purpose of a subordinate is to do what their manager tells them to do.StyleThe transact

31、ional leader works through creating clear structures whereby it is clear what is required of their subordinates,and the rewards that they get for following orders.Punishments are not always mentioned,but they are also well-understood and formal systems of discipline are usually in place.When the Tra

32、nsactional Leader allocates work to a subordinate,they are considered to be fully responsible for it,whether or not they have the resources or capability to carry it out.When things go wrong,then the subordinate is considered to be personally at fault,and is punished for their failure(just as they a

33、re rewarded for succeeding).The transactional leader often uses management by exception,working on the principle that if something is operating to defined(and hence expected)performance then it does not need attention.Exceptions to expectation require praise and reward for exceeding expectation,whil

34、st some kind of corrective action is applied for performance below expectation.,DiscussionTransactional leadership is based in contingency,in that reward or punishment is contingent upon performance.The main limitation is the assumption of rational man,a person who is largely motivated by money and

35、simple reward,and hence whose behavior is predictable.The underlying psychology is Behaviorism,including the Classical Conditioning of Pavlov and Skinners Operant Conditioning.In practice,there is sufficient truth in Behaviorism to sustain Transactional approaches.This is reinforced by the supply-an

36、d-demand situation of much employment,coupled with the effects of deeper needs,as in Maslows Hierarchy.When the demand for a skill outstrips(surpass)the supply,then Transactional Leadership often is insufficient,and other approaches are more effective.,Transformational(Relationship)Leadership(8)Assu

37、mptionsPeople will follow a person who inspires them.A person with vision and passion can achieve great things.The way to get things done is by injecting enthusiasm and energy.StyleThey put passion and energy into everything.They care about you and want you to succeed.Developing the visionTransforma

38、tional Leadership starts with the development of a vision,a view of the future that will excite and convert potential followers.Selling the vision In order to create followers,the Transformational Leader has to be very careful in creating trust,and their personal integrity is a critical part of the

39、package that they are selling.In effect,they are selling themselves as well as the vision.Finding the way forwardsSome Transformational Leaders know the way,and simply want others to follow them.Others do not have a ready strategy,but will happily lead the exploration of possible routes to the promi

40、sed land.The route forwards may not be obvious and may not be plotted in details,but with a clear vision,the direction will always be known.Leading the chargeTransformational Leaders are always visible and will stand up to be counted rather than hide behind their troops.One of the methods the Transf

41、ormational Leader uses to sustain motivation is in the use of ceremonies,rituals and other cultural symbolism.,DiscussionWhilst the Transformational Leader seeks overtly to transform the organization,there is also a tacit promise to followers that they also will be transformed in some way,perhaps to

42、 be more like this amazing leader.In some respects,then,the followers are the product of the transformation.Transformational Leaders are often charismatic,but are not as narcissistic as pure Charismatic Leaders,who succeed through a belief in themselves rather than a belief in others.One of the trap

43、s of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality.Whilst it is true that great things have been achieved through enthusiastic leadership,it is also true that many passionate people have led the charge right over the cliff and into a bottomle

44、ss chasm.Just because someone believes they are right,it does not mean they are right.Paradoxically,the energy that gets people going can also cause them to give up.Transformational Leaders often have large amounts of enthusiasm which,if relentlessly applied,can wear out their followers.Transformati

45、onal Leaders also tend to see the big picture,but not the details,where the devil often lurks.If they do not have people to take care of this level of information,then they are usually doomed to fail.Finally,Transformational Leaders,by definition,seek to transform.When the organization does not need

46、 transforming and people are happy as they are,then such a leader will be frustrated.,Empowerment,the giving or delegation of power;authority()Empowerment is the process of enabling or authorizing an individual to think,behave,take action,and control work and decision making in autonomous ways.()Emp

47、owering employees works because total power in the organization seems to increase.Everyone has to say and hence contributes more to organizational goals.,Leadership Styles,AutocraticManager seeks to make as many decisions as possible Manager seeks to have the most authority and control in decision-m

48、aking Manager seeks to retain responsibility rather than utilize complete delegation Consultation with other colleagues is minimal and decision-making becomes a solitary(performed alone)processManagers are less concerned with investing their own leadership development,and prefer to simply work on th

49、e task at hand.,DemocraticManager seeks consultation on all major issues and decisions.Manager effectively delegate tasks to subordinates and give them full control and responsibility for those tasks.Manager welcomes feedback on the results of initiatives and the work environment.Manager encourages

50、others to become leaders and be involved in leadership development.,BureaucraticLeaders expect employees to display a formal,business-like attitude in the workplace and between each other.Managers gain instant authority with their position,because rules demand that employees pay them certain privile