Bài giảng Management - Unit 8 Leadership

1LEADERSHIP Ngô Quý Nhâm, MBA Unit 9 NGO QUY NHAM, MBA Lecture outline  An overview of Leadership  Trait approach  Behavioural approach  Contingency approach 2Discussion Questions  What is leadership?  Is leadership different from management?  What are traits (personal characteristics) of an effective leader? NGO QUY NHAM, MBA NGO QUY NHAM, MBA What is leadership?  Leadership is the effort to influence others to behave with enthusiasm and diligence to contribute voluntarily to the achievement of group tasks in a given situation. 3NGO QUY NHAM, MBA What is Leadership? Leadership is the process of influencing people and providing an environment for them to achieve team or organizational objectives. 6 47 NGO QUY NHAM, MBA Sources of leadership power Coercive powerReward powerformal authority Legitimate power/ Expert power Referent power Information power 5NGO QUY NHAM, MBA Effective use of power Likely reaction to use of power: = Resistance = Compliance = CommitmentReferent Expert Legitimate Information Reward Coercion NGO QUY NHAM, MBA The Changing Concept of Leadership “A great leader is one who has vision, perseverance, and the capacity to inspire others,” (McShane 2002) 6NGO QUY NHAM, MBA Seven Leadership Competencies Drive  Strength and willing to work hard Desire to Lead/Influence others Integrity  Being honest & having strong moral principles Self-confidence Intelligence Knowledge of the business and operation Emotional intelligence NGO QUY NHAM, MBA Leader Behavior Perspective Leadership styles:  Autocratic Leadership:  Solely make decision  Expect the obedience from employees  Ensure employees follow rules  Democratic Leadership:  Persons showing a high concern for both people and task.  Encourages participation from employees in the decision making process  Laissez-faire Leadership:  Person showing a low concern for both people and task. 7NGO QUY NHAM, MBA The Advantages and Disadvantages of the Various Types of Leadership  Autocratic Leadership:  lower subordinate job satisfaction  but also higher job performance  Democratic Leadership:  higher subordinate job satisfaction & good job performance  lower absenteeism, grievances, and turnover  Laissez-faire Leadership:  lower subordinate job satisfaction & lower performance NGO QUY NHAM, MBA Leader Behavior Perspective Task versus People-Oriented Leadership  People-oriented Behaviors  Showing mutual trust and respect  Concern for employee needs  Desire to look out for employee welfare  Task-oriented Behaviors  Assign specific tasks  Ensure employees follow rules  Push employees to reach peak performance 8NGO QUY NHAM, MBA Choosing Task versus People-Oriented Leadership  People-oriented leadership  higher subordinate job satisfaction  lower absenteeism, grievances, and turnover  but also lower job performance  Task-oriented leadership  lower subordinate job satisfaction  higher absenteeism and turnover  but also higher job performance  Behavioural leadership scholars say that:  the two styles are independent of each other, best leaders are high on both NGO QUY NHAM, MBA Leadership Grid  Leadership Grid –applies notion that leaders should be high on both by training people to have high task- oriented and high people-oriented styles 9NGO QUY NHAM, MBA 1.1 Impoverished Management The Managerial/Leadership Grid Concern for People Concern for Task 9 5 1 1 5 9 9.9 Team Management 1.9 Country Club Mgmt 9.1 Authority - Obedience 5.5 Organization Man Management Black & Mouton NGO QUY NHAM, MBA Situational leadership model (Hersey and Blanchard) Theory based on the premise that leaders need to alter their behaviours depending on one major situational factor—the readiness of followers. 10 NGO QUY NHAM, MBA Situational leadership model The readiness of followers:  R1: Unwilling and Unable  R2: Willing and Unable  R3: Unwilling and Able  R4: Willing and Able Four Leadership Styles  Telling (S1)  Low concern for people – High concern for tasks  Selling (S2)  High concern for people – High concern for tasks  Participation (S3)  High concern for people – Low concern for tasks  Delegation (S4)  Low concern for people – Low concern for tasks NGO QUY NHAM, MBA 11 NGO QUY NHAM, MBA Developing situational theory Situational leadership model High R E L A T I O N S H I P Low HighTask High relationship and low task High task and high relationship High relationship and low task High task and High relationship Selling TellingDelegating Participating NGO QUY NHAM, MBA Situation/Contingency Approach  The situational factors include:  The needs and characteristics of followers  The nature of the task, environmental pressures and demands  How much information is available to the leader.