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Module 16, Leadership M360, S.Walker
MODULE 16 LEADERSHIP
LEADERSHIP Foundations For Effective Leadership
“A leader lives in each of us” MODULE GUIDE 16.1
What are the foundations for effective leadership?
What are current issues and directions in leadership development? z Leadership is one of the four functions of
management.
z Leadership relies on use of position power and
personal power.
z Leadership traits and styles can influence leadership
effectiveness.
z Fiedler’s contingency model matches leadership
styles with situational differences.
z House’s path-goal theory matches leadership styles
with task and follower characteristics.
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LEADERSHIP LEADERSHIP
Foundations For Effective Leadership Foundations For Effective Leadership
zLeadership is one of the four functions z Power
z the ability to get others to do what you want them to do
of management. z Reward Power
z The capacity to offer something of value as a means of influencing other
people
z Coercive Power
z The capacity to punish or withhold positive outcomes as a means of
influencing other people.
z Legitimate Power
z The capacity to influence other people by virtue of formal authority or
the rights of office.
z Expert Power
z The capacity to influence other people by virtue of specialized
knowledge.
z Referent Power
z The capacity to influence other people because of their desire to identify
personally with you
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Module 16, Leadership M360, S.Walker
LEADERSHIP FOUNDATIONS FOR EFFECTIVE LEADERSHIP
Foundations For Effective Leadership Leadership Styles
Managerial Power = Position Power + Personal Power zLeadership Style
z Power of the POSITION: zThe recurring pattern of behaviors exhibited by a
z Based on things managers can offer to others. leader
z Rewards: "If you do what I ask, I'll give you a reward." zAutocratic Style
z Coercion: "If you don't do what I ask, I'll punish you." zActs in unilateral command and control fashion
z Legitimacy: "Because I am the boss; you must do as I ask." zHuman Relation Style
zEmphasizes people over tasks
z Power of the PERSON: zDemocratic Style
z Based on how managers are viewed by others. zEncourages participation with an emphasis on both task
z Expertise—as a source of special knowledge and accomplishments and development of people
z information. zLassize-faire Style
z Reference—as a person with whom others like zIs low on both tasks and people
z to identify.
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FOUNDATIONS FOR EFFECTIVE LEADERSHIP FOUNDATIONS FOR EFFECTIVE LEADERSHIP
Leadership Styles Leadership Styles
Traits Often Shared by Effective Leaders
z Drive zFiedler’s Contingency Theory
z Successful leaders have high energy, display initiative, and are tenacious.
z Self-confidence zSuggests that the best leadership style
z Successful leaders trust themselves and have confidence in their abilities. depends on the situation
z Creativity
z Successful leaders are creative and original in their thinking.
z Cognitive ability
z Successful leaders have the intelligence to integrate and interpret information.
z Business knowledge
z Successful leaders know their industry and its technical foundations.
z Motivation
z Successful leaders enjoy influencing others to achieve shared goals.
z Flexibility
z Successful leaders adapt to fit the needs of followers and demands of
situations.
z Honesty and integrity
z Successful leaders are trustworthy; they are honest, predictable, and
dependable.
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Module 16, Leadership M360, S.Walker
FOUNDATIONS FOR EFFECTIVE LEADERSHIP FOUNDATIONS FOR EFFECTIVE LEADERSHIP
Leadership Styles Leadership Styles
z House’s Path Goal Theory
z Leaders are most effective when they help followers move
along paths through which they can achieve both professional
and personal goals
House’s Four Path-Goal Leadership Styles
1. “Directive leader” lets others know what is expected; gives
directions, maintains standards.
2. “Supportive leader” makes work more pleasant; treats
others as equals, acts friendly, shows concern.
Fiedler believes that leadership success requires the right style–situation match. He classifies 3. “Achievement-oriented leader” sets challenging goals;
leadership styles as either task-motivated or relationship motivated, and views them as strongly expects high performance, shows confidence.
rooted in our individual personalities. He describes situations according to the leader’s position 4. “Participative leader” involves others in decision making;
power, quality of leader–member relations, and amount of task structure. In situations that are asks for and uses suggestions.
most favorable and unfavorable for leaders, his research shows the task-motivated style as a
best fit. In more intermediate situations, the relationship-motivated style provides the best fit.
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LEADERSHIP LEADERSHIP
Trends In Leadership Development Trends In Leadership Development
MODULE 16.2
Transformational leadership inspires Leadership surveys of U.S. workers report:
enthusiasm and extraordinary performance. 39% believe leaders most often act in best interest
Emotionally intelligent leadership handles of organization.
emotions and relationships well. 22% see leaders as ready to admit mistakes.
Interactive leadership emphasizes 46% believe their organizations give them freedom
communication, listening, and participation. to do their jobs.
Moral leadership builds trust from a 25% of women and 16% of men believe their
foundation of personal integrity. organizations pick the best people for leadership.
Servant leadership is follower centered and 33% of managers are perceived as “strong leaders.”
empowering.
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Module 16, Leadership M360, S.Walker
LEADERSHIP LEADERSHIP
Trends In Leadership Development Trends In Leadership Development
MODULE 16.2 Characteristics of a Transformational Leader
z Vision Has ideas and a clear sense of direction; communicates
them to others; develops excitement about accomplishing shared
zCharismatic Leader “dreams.”
zdevelops special leader–follower relationships z Charisma Uses power of personal reference and emotion to arouse
and inspires followers in extraordinary ways. others’ enthusiasm, faith, loyalty, pride, and trust in themselves.
z Symbolism Identifies “heroes” and holds spontaneous and planned
zTransactional Leader ceremonies to celebrate excellence and high achievement.
zdirects the efforts of others through tasks, z Empowerment Helps others grow and develop by removing
performance obstacles, sharing responsibilities, and delegating
rewards, and structures. truly challenging work.
zTransformational Leader z Intellectual stimulation Gains the involvement of others by creating
awareness of problems and stirring their imaginations.
zInspires Enthusiasm and Extraordinary z Integrity Is honest and credible; acts consistently and out of
Performance personal conviction; follows through on commitments.
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LEADERSHIP LEADERSHIP
Trends In Leadership Development Trends In Leadership Development
z Interactive Leadership zPeter Drucker – One of the most influential
z is strong on motivating, communicating, listening, and relating th
positively to others. management consultants of the 20
z Emotional Intelligence (EI) century.
z is the ability to manage our emotions in social relationships.
Peter Drucker’s “Good Old-Fashioned Leadership”
Good leaders have integrity; they mean what they say, earning
and keeping the trust of followers.
Good leaders define and establish a sense of mission; they
set
goals, priorities and standards.
Good leaders accept leadership as responsibility, not a
rank; they surround themselves with talented people.
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