Chapter 17. Being an Effective Leader
A.
Who Are Leaders and What is Leadership?
Leadership is a process of leading a group
and influencing that group to achieve its goals. People who leading a group
called leader.
B.
Early Leadership Theories
These early leadership theories focused on
the leader (leadership trait theories)
and how the leader interacted with his or her group members (leadership behavior theories). Research
found that a leader who was high in both initiating structure and consideration
(a high–high leader) sometimes
achieved high group task performance and high group member satisfaction, but
not always.
C.
Contingency Theories of Leadership
1.
The Fiedler Model
The first comprehensive contingency model for leadership was developed by
Fred Fiedler. The Fiedler contingency model proposed that effective group
performance depended on properly matching the leader’s style and the amount of
control and influence in the situation.
2.
Hersey and Blanchard’s Situational Leadership
Theory
Paul Hersey and Ken Blanchard developed a leadership theory that has
gained a strong following among management development specialists. This model,
called situational leadership theory
(SLT), is a contingency theory that focuses on followers’ readiness.
3.
Path-Goal Model
Another approach to understanding leadership is path-goal theory, which states that the leader’s job is to assist
followers in attaining their goals and to provide direction or support needed
to ensure that their goals are compatible with the goals of the group or
organization. House identified four leadership behaviors :
• Directive leader: Lets subordinates know what’s expected of them,
schedules work to be done, and gives specific guidance on how to
accomplish tasks.
• Supportive leader: Shows concern for the needs of followers and is
friendly.
• Participative leader: Consults with group members and uses their
suggestions before making a decision.
• Achievement oriented leader: Sets challenging goals and expects
followers to perform at their highest level.
D.
Contemporary Views of Leadership
1.
Leader–Member Exchange (LMX) Theory
LMX theory suggests that early on in the relationship between a leader
and a given follower, a leader will implicitly categorize a follower as an “in”
or as an “out.” That relationship tends to remain fairly stable over time.
2.
Transformational Transactional Leadership
Many early leadership theories viewed leaders as transactional leaders;
that is, leaders who lead primarily by using social exchanges. Transactional
and transformational leadership shouldn’t be viewed as opposing approaches to
getting things done.
3.
Charismatic-Visionary Leadership
Charismatic leader is, an
enthusiastic, self-confident leader whose personality and actions influence
people to behave in certain ways. Several authors have attempted to identify
personal characteristics of the charismatic leader. Although the term vision is
often linked with charismatic leadership, visionary
leadership is different; it’s the ability
to create and articulate a realistic, credible, and attractive vision of
the future that improves on the present situation.
4.
Team Leadership
Many leaders are not equipped to handle the change to employee teams. They
have to learn skills such as patiently sharing information, being able to trust
others and to give up authority, and understanding when to intervene. And effective
team leaders have mastered the difficult balancing act of knowing when to leave
their teams alone and when to get involved.
E.
Leadership Issues in the Twenty-First Century
1.
Managing Power
a)
Legitimate
power and authority are the same. Legitimate power represents the power a
leader has as a result of his or her position in the organization.
b)
Coercive power
is the power a leader has to punish or control.
c)
Reward
power is the power to give positive rewards.
d)
Expert
power is power based on expertise, special skills, or knowledge.
e)
Referent
power is the power that arises because of a person’s desirable resources or
personal traits.
2.
Developing Trust
The main component of credibility is honesty. Surveys show that honesty
is consistently singled out as the number one characteristic of admired
leaders. Trust is closely entwined with the concept of credibility and, in
fact, the terms are often used interchangeably. Trust is defined as the belief
in the integrity, character, and ability of a leader. Followers who trust a
leader are willing to be vulnerable to the leader’s actions because they are
confident that their rights and interests will not be abused.
3.
Empowering Employees
One reason more companies are empowering employees is the need for quick decisions
by those people who are most knowledgeable about the issues often those at
lower organizational levels. If organizations want to successfully compete in a
dynamic global economy, employees have to be able to make decisions and implement
changes quickly.
4.
Leading Across Cultures
One general conclusion that surfaces from leadership research is that
effective leader do not use a single style. They adjust their style to the
situation.
5.
Becoming an Effective Leader
Organizations need effective leaders. Two issues pertinent to becoming an
effective
leader are leader training and recognizing that sometimes being an
effective leader
means not leading.
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