1、BMA 101 Introduction to Management Leadership & TrustLearning ObjectivesThis lecture will:Define the terms leader and leadershipCompare theories of leadershipDescribe contingency leadership theoriesDescribe modern views of leadership and the issues facing todays leadersDiscuss trust as the essence o

2、f leadershipWho Are Leaders, and What Is Leadership?LeaderSomeone who has the ability to influence others and who has managerial authorityLeadershipThe process of leading a group and influencing that group to achieve its goalsIt does not require managerial authorityLeadership Theory EvolutionThe Gre

3、at Man TheoryA 19th-century idea History can be largely explained by the impact of great men, or heroes: highly influential individuals who, due to either their personal charisma, intelligence, wisdom, or political skill utilised their power in a way that had a decisive historical impactThe theory w

4、as popularised in the 1840s by Scottish writer Thomas Carlyle The Great Man TheoryMany of the “important” factors for an effective leader were:typically masculinederived from historical analysis of eventsindependent of external environmental variablesassumes that “leaders are born” and cannot be “ma

5、de”In contemporary research, there is a significant shift from this mentalityThe Great Man TheoryIn the 1860s Herbert Spencer formulated a counter-argument that has remained influential to the present day:“great men are the products of their societies, and that their actions would be impossible with

6、out the social conditions built before their lifetimes”What Traits Do Leaders Have?Trait (pronounced “Tray”) Theories of LeadershipTheories that isolate characteristics (traits) that differentiate leaders from non-leadersThe Seven Traits Shown to be Associated with Effective LeadershipIssues with Tr

7、ait Theories of LeadershipDespite their increased sophistication relative to the Great Man Theories, Trait theories have been criticised because:they remain focused on a small set of individual attributes (e.g. Big Five personality traits) and neglect cognitive abilities, motives, values, social ski

8、lls, expertise, and problem-solving skillsthey fail to consider patterns or integrations of multiple attributesThey do not distinguish between leader attributes that are generally stable over time, and those that are shaped by situational influencesYou cant educate or train people to have traits!Wha

9、t Behaviours Do Leaders Exhibit?Behavioural Theories of LeadershipTheories that isolate behaviours that differentiate effective leaders from ineffective leadersLeaders can be “made” if we can adopt their most effective behavioursLeadership Behaviours University Of Iowa Autocratic StyleA leader who c

10、entralises authority, dictates work methods, makes unilateral decisions, and limits employee participationDemocratic StyleA leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods, and uses feedback to coach employeesLeadership Behavio

11、urs University Of Iowa Laissez-Faire StyleA leader who generally gives employees complete freedom to make decisions and to complete their work however they see fitWhat Did the Ohio State Studies Show?Identified two categories that accounted for most of the leadership behaviour:Initiating StructureTh

12、e extent to which a leader defines and structures his or her role and the roles of employees to attain goalsConsiderationThe extent to which a leader has job relationships characterised by mutual trust, respect for employees ideas, and regard for their feelingsWhat Did The University of Michigan Sho

13、w?UoM developed two dimensions of leadership behaviour:Employee OrientedA leader who emphasises the people aspects Production OrientedA leader who emphasises the technical or task aspectsWhat is Tthe Managerial Grid?Managerial GridA two-dimensional grid for appraising leadership styles based on the

14、relative emphasis on “Concern for People” and “Concern for Production”Identified five styles for managementImpoverished managementTask managementMiddle-of-the-road managementCountry club Team managementCriticisms of Behavioural TheoryBehavioural Theory proposes specific leadership styles be adopted,

15、 but reliance on one leadership style was found be ineffective: whilst Behavioural Theory may help managers develop particular leadership behaviours, they provide no guidance as to what constitutes effective leadership in different situationsCriticisms of Behavioural TheoryThere were also lots of di

16、fferences and inconsistencies between BT studies.It was difficult to determine which style of leadership was significant in enabling one group to work better than anotherThe styles that leaders can adopt are affected by those they are working with and the environment they are operating within than h

17、ad been originally thoughtWhat was the First Contingency Model?Fiedlers Contingency ModelLeadership theory that proposes that effective group performance depends on the match between a leaders style and the degree to which the situation allowed the leader to control and influencee.g. Winston Churchi

18、ll 1939-1945then?Three Contingency DimensionsLeader-member relationsThe degree of confidence, trust, and respect employees had for their leader Task structureThe degree to which job assignments were formalised and structured Position powerThe degree of influence a leader had over activities such as

19、hiring, firing, discipline, promotions, and salary increasesHow do Followers Willingness and Ability Influence Leaders?Situational Leadership TheoryA leadership contingency theory that focuses on followers readinessReadinessThe extent to which people have the ability and willingness to plish a speci

20、fic taskThe Hersey Blanchard ModelFollower Traits and CompetencyWillingUnwillingAble to follow(Competent)Willing & AbleUnwilling but AbleUnable to follow( petent)Willing but UnableUnwilling &UnableFour Leadership StylesDelegating (Willing and Able)The leader provides little direction or supportParti

21、cipating (Willing but Unable)The leader and followers share in decision making; the main role of the leader is facilitating and communicatingFour Leadership StylesTelling (Unwilling but Able)The leader defines roles and tells people what, how, when, and where to do various tasksSelling (Unwilling an

22、d Unable)The leader provides both directive and supportive behaviourThe Hersey Blanchard ModelFollower Traits and CompetencyWillingUnwillingAble to follow(Competent)Willing & AbleEffective leaders use Delegation tacticsUnwilling but AbleEffective leaders use a Telling tacticsUnable to follow( petent

23、)Willing but UnableEffective leaders use Participation tacticsUnwilling &UnableEffective leaders use a Selling tacticsHow Participative Should a Leader Be?Leader-Participation Model A leadership contingency theory thats based on a sequential set of rules for determining how much participation a lead

24、er uses in decision making according to different types of situationsHow Participative Should a Leader Be?How Can Leaders Help Followers?Path-Goal TheoryA leadership theory that says the leaders job is to assist followers in attaining their goals and to provide direction or support needed to ensure

25、that their goals are compatible with the organisations or groups goalsWhat do Contemporary Viewsof Leadership Tell Us?Transactional LeadersLeaders who lead primarily by using social exchanges (or transactions)Transformational LeadersLeaders who stimulate and inspire (transform) followers to achieve

26、extraordinary esHow do Charismatic and Visionary Leaders Differ?Charismatic Leaders Enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways.Visionary LeadershipThe ability to create and articulate a realistic, credible, and attractive vision of

27、 the future that improves on the present situation.The Influence of National Culture on LeadershipHow Does Emotional Intelligence (EI) Affect Leadership?Great leaders demonstrate their EI by exhibiting all five of its key components:Self-awarenessSelf-managementSelf-motivationEmpathySocial skillsTru

28、st: The Essence of Leadership CredibilityThe degree to which followers perceive someone as honest, competent, and able to inspireTrustThe belief in the integrity, character, and ability of a leaderTrust: The Essence of Leadership IntegrityCompetenceConsistencyLoyaltyOpennessIntegrity Integrity refer

29、s to honesty and truthfulness. Of all five dimensions this one seems to be most critical when someone assesses anothers trustworthiness. For instance, when 570 white-collar employees were recently given a list of 28 attributes related to leadership, honesty was considered as the most importantCompet

30、enceIt passes an individuals technical and interpersonal knowledge and skills Followers are unlikely to listen to or depend on someone whose abilities are doubtfulA follower needs to believe that the leader has the skills and abilities to carry out what he or she says they will do ConsistencyIt rela

31、tes to an individuals reliability, predictability, and good judgment in handling situations. Inconsistency between words and actions decrease trust. Nothing is noticed more quickly than a discrepancy between what leaders say and what they expect others to practice.LoyaltyLoyalty is the willingness to protect and save face for another person. Trust requires that you can depend upon someone not to act opportunistically. OpennessWhen communication is direct and honest as is practicable, it promotes authenticity and transparency in leader/follow