Bài giảng Management: A Pacific Rim Focus - Chapter 13 Leadership

CHAPTER 13LEADERSHIP1© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Lecture outlineHow leaders influence othersSearching for leadership traitsIdentifying leadership behaviourDeveloping situational theoryTransformational leadershipAre leaders necessary?2© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Leadership Process of influencing others to achieve organisational goals.3© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.How leaders influence othersSources of leadership power:Legitimate power Power stemming from a position’s placement in the managerial hierarchy.Reward power Power based on the capacity to provide valued rewards to others.Coercive power Power based on the ability to punish others.4© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.How leaders influence othersSources of leadership power:Expert power Power based on the possession of expertise valued by others.Information power Power based on access and control over the distribution of information.Referent power Power resulting from being liked, admired or identified with.5© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Sources of leadership powerCoercive powerReward powerLegitimate power/ formal authorityExpert powerReferent powerInformation power6© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Effective use of powerLikely reaction to use of power: = Resistance = Compliance = CommitmentReferentExpertLegitimateInformationRewardCoercion7© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Leadership traits Distinctive internal qualities or characteristics of an individual, such as physical and personality characteristics, skills, abilities and social factors.Early research identified no common leadership traits.Current research is inconclusive.8© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Leadership behaviour Theoretical approach based on the idea that specific behaviours may make some leaders more effective than others.9© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Leadership behaviourIowa, Michigan & Ohio studies:Iowa Looked at leadership styles (autocratic, democratic, laissez faire) Workers preferred democratic style but this not best for performance.Michigan Employee centred leaders superior to Job centred leaders.Ohio Suggested that the ideal was for leaders to combine job-centred-ness with an ability to build mutual trust with subordinates.10© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Leadership grid1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9Concern for productionConcern for people11© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Gender & cultural differencesGender There are few substantial differences between male and female leaders. Culture Japanese: group focus, long-term, humanistic. European: individual focus, more humanistic  than US. USA: individual focus. 12© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Developing situational theorySituational theory: Theories of leadership taking into consideration important situational factors.13© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Developing situational theoryFiedler’s contingency theoryTheory: Effective groups depend on match between a leader’s style of relating with subordinates & the extent to which the situation gives control to the leader.Leader’s style:High member relations leader is concerned with peopleTask-structure leader reduces ambiguity — ‘Do I know what I am supposed to do?’Position power — how well supported is the leader by his/her superiors?14© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Developing situational theoryNormative leadership model: Model that assists leadership assess critical situational factors that affect the extent to which they involve subordinates in particular decisions.Range of options is from:A1: autocratic decision making--G11: democratic decision making15© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Developing leadership theorySituational leadership model Theory based on the premise that leaders need to alter their behaviours depending on one major situational factor—the readiness of followers.16© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Developing situational theorySituational leadership modelHighRELATIONSHIPLowHighTaskHighrelationshipandlow taskHigh taskandhighrelationshipLowrelationshipandlow taskHigh taskand lowrelationshipSellingTellingDelegatingParticipating17© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Developing leadership theoryPath–goal theory Theory attempting to explain how leader behaviour can positively influence the motivation and job satisfaction of subordinates.18© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Developing leadership theoryPath–goal theory:Leader behaviour Directive Supportive Participative AchievementEnvironmental contingency factors Task structure, formal authority, work groupsSubordinate contingency factorsPersonality, experience, abilities, needsOutcomes: Performance Satisfaction19© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Transformational leadershipTransformational leaders Leaders who motivate individuals to perform beyond normal expectations by inspiring subordinates to focus on broader missions transcending their own self-interests.20© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Transformational leadershipMotivate othersVision beyond self-interestSeek intrinsic higher level goalsSeek performance beyond expectationsHave charismaKeycharacteristicsof transformationalleaders21© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Are leaders necessary?Neutralisers: Situational factors preventing leader behaviour from influencing subordinate performance/satisfaction. These include:Subordinate high need for independence.Low subordinate valence for available rewards.Physical distance of leader from subordinates. 22© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Are leaders necessary?Substitutes: Situational factors making the impact of leadership impossible or unnecessary.These include:Satisfying work.Able and experienced subordinates.Professional orientation of subordinates.Routine work, clearly specified methods/feedback.23© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Leadership & the organisational cycleEntrepreneurialCollectivityFormalisation & controlElaboration of structureTransformationalTransactionalTransactionalTransformational24© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Lecture summaryHow leaders influence others Sources of power Use of powerSearching for leadership traits Inconclusive resultsIdentifying leadership behaviour Iowa, Michigan, Ohio studies Leadership styles, employee versus job- centredness25© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.Lecture summaryDeveloping situational theory Fiedler Contingency model, Normative model, Situational leadership model, Path–Goal theoryTransformational leadership Charisma, Individual consideration & Intellectual stimulationAre leaders necessary? Neutralisers, substitutes26© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.