Chapter 11: Leadership

• Leadership


  The ability to influence people toward the attainment of goals
• Good management is essential to organizations, yet managers must be leaders, too
• Management


  Promotes stability and order within the existing organizational structure
• Leadership


  Promotes vision and change
• Level 5 leadership


  • Lack of ego (humility)
  • Fierce resolve to do what is best for organization
  • May seem shy and self-effacing
  • Accept responsibility for failures and give credit for success to other people
• Servant leadership


  Transcending self-interest to serve others, the organization, and society
• Authentic leadership


  Draws on a leader's self-awareness, self-regulation, and alignment of words and actions toward followers and inspire trust
• Authentic leadership


  • Places high value on personal relationships, supporting followers, being courageous, and standing up for what one believes
• Interactive leadership


  Leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority
• Some general interactive leadership characteristics are associated with Level 5 leaders and authentic leaders; also associated with female leaders
• Traits of effective leaders

  • Possess varied traits and combine these with their strengths
  • Strengths are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with the best tools for accomplishment and satisfaction
• Task-oriented behavior


  Extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment
• People-oriented behavior


  Extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust
• Consideration


  Associated behaviors include supporting, developing, recognizing, empowering
• Initiating structure


  Associated behaviors include clarifying, planning, monitoring operations, problem solving
• Employee-centered leaders


  • Establish high performance goals
  • Display supportive behavior to subordinates
• Job-centered leaders


  • Focus on meeting schedules, cost-management, and production efficiency
  • Less concerned with goal achievement and human needs
• Situational model


  Focuses a great deal of attention on the characteristics of followers in determining appropriate leadership behavior
• Willingness


  Combination of confidence, commitment, and motivation
• Ability


  Amount of subordinate's knowledge, experience, and demonstrated skill
• Charismatic leadership


  Articulating a clear, appealing vision, exerting idealized influence, and providing inspirational motivation to stimulate people to do more than they would normally do, despite obstacles and personal sacrifice
• Transformational leaders


  Individuals distinguished by their special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers
• Transactional leaders


  Individuals who clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and display consideration for followers
• Critical thinking


  Thinking independently and being mindful of the effect of one's behavior on achieving goals
• Uncritical thinking


  Failing to consider the possibilities beyond what one is told and accepting others' ideas without thinking
• Types of followers

  • Alienated follower
  • Conformist
  • Pragmatic survivor
  • Passive follower
  • Effective follower
• Power


  Potential ability to influence the behavior of others
• Influence


  The effect that a person's actions have on the attitudes, values, beliefs, or behavior of others
• Legitimate power


  Power that comes from a manager's formal position in an organization and the authority granted by that position
• Reward power


  Results from the authority to bestow rewards
• Coercive power


  Stems from the authority to punish or recommend punishment
• Expert power


  Power that results from a leader's special knowledge or skill in the tasks performed by subordinates
• Referent power


  Results from characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader
• Other sources of power not from organization or individual are personal effort, network of relationships, and information
• Alienated Follower


  Independent, critical thinker but is passive in the organization
• Conformist


  Follower wh participates actively in the organization but does not use critical thinking skills
• Pragmatic survivor


  Follower who has qualities of all four follower styles, depending on which fits the prevalent situation
• Passive Follower


  One who exhibits neither critical independent thinking nor activ participation
• Effective Follower


  A critical, independent thinker who actively participates in the organization
• Delegating


  Turn over responsibility for decisions and implementation