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Chapter 11: Leadership - Coggle Diagram
Chapter 11: Leadership
Leadership as a function of power(5);
ANAGRAM; Larry's Rent Came Right Eventually
- Legitimate power
- Reward power
- Coercive power
- Referent power
- Expert power
Legitimate power;
Influence based on the leader's formal position in the orgs hierarchy.
- These are your CEOs and Shareholders, where the position holds the power, and managers can use their access to resources and info to influences indies or events.
Reward power;
The influence stemming from a leader's ability to satisfy followers' needs
- if employees act and fulfil task on hand, the leader may be able to give them preferred vacation time, a pay raise, and favourable assignments
Coercive power;
The ability of a leader to obtain compliance through fear or punishment
- similar to corporal punishment; where troops would follow orders, or pass inspections out of fear, the org would use pay cuts, official reprimands, less desirable work assignments, or even termination.
- Punishment has a limited effect as a motivator, compared to reward power.
Referent power;
Influence based on follower's personal identification with and respect for the leader
- Like the SA past president Nelson Mandela, ppl want to emulate, they admire and like the leader. This is because the leader has charisma, confidence and a great reputation.
Expert power;
A leader's specialised knowledge and/or skill.
- The co-founder of Intel had great knowledge of micro chips, hence subordinates where able to follow him. Leaders use their knowledge and skill to help out the employees.
Contingency model,
the situation determines the best leadership style to use.
Fiedler's contingency model,
the manager must understand his or her own leadership style, diagnose the situation, and then match leadership style to the situation
leadership styles;
- leadership style is determined by asking the manager to describe his or her least preferred co-worker(LPC)
- Relationship-orientated leader; a leader who see how important it is to develop strong and positive emotional ties with followers.
- Task-orientated Leader; a leader who doesn't really value relationships and instead focuses only on the task.
Situational Variables;
Fiedler's Ided 3 variables(situational factors) in the work situation that helps determine which style will be effective, each of which can be described as either favourable or unfavourable for the leader
Leader-member relations;
Refers to the extent to which follower accept the leader, if they are liked and are trusted they are in a favourable position, opposite holds true
Task structure,
the degree to which the a job is routine,
leaders need to use a Standard Operations Procedure, when giving employee's direction on routine tasks else leading to an unfavourable position for employee's
Leader position power;
leader position power is the extent to which a leader has legitimate, coercive or reward power, leader position is important as it simplifies the leader's ability to influence subordinates
Limitations;
- situation variables are complex and difficult to assess.
- Pays little attention to the subordinates characteristics, if they are skilled or unskilled is ignored
- Leadership styles are not easy to change, either the situation or the leaders style fits, if not the case then one must change, but this is unrealistic
Hersey and Blanchard's situational leadership model;
suggest the levels of directive and supportive leader behaviour be based on the level of readiness of the followers
Directive Behaviour;
- occurs when leader relies on 1way communication, spelling out duties and telling followers what to do as well where, when and how to do it, directive leaders will structure, control and supervise subordinates.
- Task
Supportive behaviour;
- occurs when a leader relies on 2way communication, listening, encouraging and involving followers in decision-making. Being supportive doesn't mean being nice, more about being receptive to other people's ideas and respecting what they do.
- Relationship
Readiness of the follower;
- is a subordinates ability to set high but attainable task-related goals, and a willingness to accept responsibility for reaching them. ppl have varying degrees of readiness, depending on their backgrounds and the specific tasks they are trying to accomplish
Limitations;
- Can the leader adapt to their leadership styles to the situation, and does training them to do so exceed cost?
- What will managers do if employees are at different level's of readiness in the same group?
- Doesn't distinguish, the reason for low readiness, does lack of readiness, mean low motivation or low competencies
House's path-goal model(4);
states that effective leaders, clearly define and specify the tasks, to reduce barriers to task achievement and increase opportunities for task-related satisfaction for employee's
Achievement-orientated leadership;
- setting challenges, with the expectations that followers will perform at the highest level, and showing confidence that they will meet this expectation
Directive leadership;
this involves letting followers know what is expected of them and telling them how to perform their tasks
Participative Leadership;
this involves consulting with followers and asking for their suggestions before making a decision
Supportive leadership;
this involves being friendly and approachable and showing concern for follower's psychological well-being.
Leader-Participation model;
provides a set of rules to determine the amount and form of participative decision making that should be encouraged in different situations
Leader analysis is guided by 8 questions;
- Quality requirements(the gravity of the situation)
- Commitment requirement(How valuable is subordinate buy-in)
- Leader's info;(is there enough info to make good decisions)
- Problem structure(is the problem well defined/structured)
- Commitment probability(is the decision made by you, reasonably certain that your subordinates will commit)
- Goal congruence(do subordinates share the org goals to be attained in solving this problem)
- Subordinate conflict(is conflict among subordinates over the preferred solutions likely)
- Subordinate info(Do the subordinates have quality info to make high quality decisions)
Decision Styles;
- A1- Leader makes decisions alone.
- A2- Leader may ask info from team members, but ultimately makes the decision alone.
- C1- Leader shares the situation with each member and asks for information and evaluation, team members don't meet and leader makes the decision alone.
- C2- Leader and team members meet as a team to discuss the situation, but the leader makes the decision.
- G2- " the team makes the decision.