LECTUREPEDIA - Ajarn Paul Tanongpol, J.D.; M.B.A.;B.A.; CBEST
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LECTUREPEDIA - Ajarn Paul Tanongpol, J.D.; M.B.A.;B.A.; CBEST
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CHAPTER 13 Leading
i. Sources of position power ii. Sources of personal power iii. Turning power into influence
i. Understanding leadership situation ii. Matching leadership style and situation
i. Path-goal predictions and managerial implications ii. Substitutes for leadership
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Leadership is the process of inspiring others to work hard to accomplish important tasks. Planning sets the direction and objectives; organizing brings resources together to turn plan into action; leading builds the commitments and enthusiasm needed for people to apply their talents fully to help accomplish plan; and controlling make sure things go right according to plan.
i. Vision Vision is a clear sense of the future; a future that will improve the present state of affairs.
ii. Visionary leadership It describes a leader who brings to the organization a clear and compelling sense of the future. He must also understand how to take the organization to where it wants to be.
It means getting people motivated to achieve the company vision. Having a vision for the future and doing nothing about it is not enough. All successful managers are visionary leaders.
Power is the ability to get someone doing something that you want to have done. This definition is good enough. Power is forcing people to do what needs to be done. The force is legitimized by an approval of the organization. That organization must have a clear structure and chain of command.
i. Sources of position power 1. Reward power 2. Coercive power 3. Legitimate power
ii. Sources of personal power 1. Expert power 2. Referent power
iii. Turning power into influence
i. Acceptance theory of authority 1. The other person must truly understand the directive. 2. The other person must feel capable of carrying out the directives. 3. The other person must feel that the directive must be in the best interest of the organization. 4. The other must believe that the directive is consistent with personal values.
ii. When faced with an ethical dilemma, the level of acceptance of managerial power determines whether the person will carry out the directive.
i. Empowerment means distributing managerial power among subordinates. Delegating responsibilities to subordinates allow managers to accomplish more than just doing everything alone.
ii. When people are allowed to use their knowledge and experience, they feel that they are valued. As the result, work productivity goes up. Happy workers mean happy work place.
i. Drive ii. Self-confidence iii. Creativity iv. Cognitive ability v. Business knowledge vi. Motivation vii. Flexibility viii. Honesty and integrity
i. Leadership style is the recurring patterns of behavior exhibited by a leader: 1. Concern for task a. Initiate structure b. Job-centeredness c. Task orientation
2. Concern for people a. Consideration b. Employee centeredness c. Relationship orientation
Fiedler’s model specifies that good leadership depends on the correct matching of leadership style and situational demands. According to Fiedler, the motivation for a leader either comes from task or people around him. Leadership style is part of one’s personality; therefore, it is enduring and difficult to change. According to this model, you may be a successful leader in one situation, but will fail in another if there is a mismatch between your leadership style and the situational demands. “Leadership style” refers to the style in thinking and approach to assigned task.
i. Understanding leadership situation 1. Quality of leader-member relations Good - Poor 2. Degree of task structure High - Low 3. Amount of position power Strong - Weak
ii. Matching leadership style and situation 1. Neither the task oriented or relationship oriented leadership type is effective all the time.
2. Task-oriented leader is effective in a high-control situation and ineffective as a leader in a low-control situation.
3. Relationship leader will be successful in a moderate-control situation.
i. Situational leadership 1. Delegating 2. Participating 3. Selling – supportive & persuasive 4. Telling – High task & low relationship
ii. There is a lack of empirical evidence to support this theory. Not that it does not work, but there is little research to support it.
i. Path-goal predictions and managerial implications 1. Directive leadership Give order to subordinates. No surprises. You let people know exactly what you are expected.
2. Supporting leadership Treat members of the organization as equal. Be friendly and approachable. Create a friendly work environment.
3. Achievement-oriented leadership Set goals. Expect the highest levels of performance. Emphasize continuous improvement. Display confidence in meeting high confidence.
4. Participative leadership Involve subordinates in decision making process. Consult with subordinates and ask for suggestions and comments.
The Path-Goal theory of leadership advises managers to always use leadership styles that complement the situational needs. The leader added value to what is missing in the situation or need needs strengthening. Avoid redundant efforts.
ii. Substitutes for leadership Just as the term suggests, under this theoretical approach the leaders have the task done without having the leaders themselves involving in the completion of the tasks. The success of this type of leadership depends on the type of task and the organization involved. There are three main factors that would determine the success or failure of this leadership approach:
1. Subordinate characteristics 2. Task characteristics 3. Organizational characteristics
This participation model of leadership identifies three types of decision: (1) authority decision: the decision is made by the leader and is communicated to the group, (2) consultative decision: the decision is made through consultation, and is less authoritative, and (3) group decision: all group members participate in the decision making process. The decision is made through consensus. Success depends on decision quality and decision acceptance.
This is the action oriented leader. This type of leader tells what people need to have done. This is the tasks-oriented leader. The objective is high performance. The concern is about result, not feelings of members of the organization.
This type of leader inspires people to get things done. Where is is lethargy in the organization, the leader steps in and inspires people to energize and get things done. The belief here is that the leader wants everyone to feel good. Good feeling among member is the key motivation to get things done. Happy people work well, so goes the saying. The special characters of transformational leader are these: o Vision o Symbolism o Empowerment o Intellectual stimulation o Integrity
i. This is the so-called EQ; emotional intelligence is our ability to manage relationship with others around us. 1. Self-awareness 2. Self-regulation 3. Motivation 4. Empathy 5. Social skills
ii. A leader without EI or EQ will not know if the team is not functioning correctly. If a leader has EI, he will recognize problems in early stage and find appropriate solution for it before it is too big to resolve.
This is also referred to as interactive leadership. This is the so-called “female style” of leadership. It entails generating ideas and inputs from others. It emphasizes communication. The following are characteristics of this type of leadership: o Share power o Communication o Participation o Cooperation This leadership style may be good for the emerging emphasis on workplace diversity.
There are three essential elements in leadership i. Mission ii. Leadership is a responsibility not rank iii. Earning the trust of others Leadership is not about being clever, but being consistent. Predictable; deliver what is expected or promised.
A leader must have integrity. Integrity is honesty, credibility, and consistency in putting values into action. |
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