Bài giảng Nghệ thuật lãnh đạo

NGHỆ THUẬT LÃNH ĐẠO
 MSMH: NS301DV01 
 Purpose
After studying this chapter, you will be able to:
 ●Define leadership and leadership effectiveness
 ●Explain why people need leadership
 ●Discuss the major obstacles to effective 
 leadership
 ●Compare and contrast leadership and 
 management 
 ●List the roles and functions of leaders and 
 managers
 ●Summarize the debate over the role and impact 
 of leadership in organizations. 
 Content
●Effective leadership
●Obstacles to effective leadership 
●Leadership and management 
●Roles and functions of a leader
●Changes in organizations and expectations of 
 leaders 
 Chapter 1:
Definition and 
Significance of 
 Leadership 
 Chapter 1
1.1- Effective 
 Leadership 
 What is leadership?
● Leadership is a group of phenomenon. There can be no 
 leaders without followers. As such, leadership always 
 involves interpersonal influence or persuasion.
● Leadership is goal directed and plays an active role in 
 groups and organizations. Leaders use influence to guide 
 others through a certain course of action or toward the 
 achievement of certain goals.
 What is leadership?
●The presence of leaders assume some forms of 
 hierarchy within a group.
 ○ Formal hierarchy, with leader at the top
 ○ Informal and flexible hierarchy.
 Who is a leader?
●A leader is a person who influences individuals 
 and groups within an organization, helps them in 
 establishing goals, and guide them toward 
 achievement of those goals, thereby allowing 
 them to be effective.
 What is effectiveness?
●Fred Friedler’s Contingency Model: Leadership 
 effectiveness = Performance. 
 ○ Leaders are effective when their group perform well.
●Robert House’s Path-Goals Theory: Leadership 
 effectiveness = Followers satisfaction. 
 ○ Leaders are effective when their followers are satisfied.
●Transformational and Visional 
 Leadership Models: Effectiveness is 
 the successful implementation of 
 large scale change in an organization.
 What is effectiveness?
● Community point of view: 
 ○ “Effectiveness is helping people communicate more, 
 collaborate more, and innovate more” (Mieszkowski, 
 1998)
 ○ “Cooperation, aligning people’ self-interest, and getting 
 buy-in from the people who are affected by the leader’s 
 decisions” (Baker, 2006)
 ○ “Helping the community, and bring self-sufficient” 
 (Salter, 2000a)
● Sales point of view: Satisfied customer. 
 Effectiveness can only be achieved by providing 
 “attentive, sincere, memorable service” 
 (McGregor, 2004a: 83)
 What is effectiveness?
1. The definitions of leadership effectiveness are as 
diverse as the definitions of organizational 
effectiveness. The choice of a certain definition 
depends mostly 
 ● on the point of view of the person trying to determine 
 effectiveness, and 
 ● on the constituents who are being considered.
 What is effectiveness?
 2. Fred Luthans (1989): defines leadership 
 effectiveness by distinguishing between effective 
 and successful managers.
Effective Managers Successful 
 Managers
Those with satisfied Those who are 
and productive promoted quickly
employees
Spend their time Focus not on 
communicating with employees. Instead, 
subordinates, they concentrate on 
managing conflicts, networking activities 
and training, such as interacting 
developing and with outsiders, 
motivating socializing and 
employees politicking.
 What is effectiveness?
3. Any definition of leadership effectiveness should 
consider all different roles and functions that a 
leader performs.
 ● In fact, organizations often fall back on simplistic 
 measures, regardless of how satisfied the company’s 
 employees are.
 ● Stockholders and financials consider a CEO to be effective 
 if company stock prices keep increasing.
 ● Politicians are effective if the polls indicate their popularity 
 is high and if they are reelected.
 ● A football coach is effective when the team is winning.
 ● Students’ scores on standardized tests determine a school 
 principal’s effectiveness.
 What is effectiveness?
●The common thread in all these examples of 
 effectiveness is the focus on outcome. 
 ○ To judge their effectiveness, we look at the results of 
 what leaders accomplish. 
 ○ Process issues, such as employees’ satisfaction, are 
 important but are rarely the primary indicator of 
 effectiveness.
 What is effectiveness?
The definition of leadership effectiveness, therefore, 
should contain 3 elements:
 ●Goals achievement: meeting financial goals, 
 producing quality products or services, 
 addressing the needs of customers
 ●Smooth internal process: group cohesion, 
 followers’ satisfaction, and efficient operations.
 ●External adaptability: group’s ability to change 
 and evolve successfully
 When is a leader effective?
●Leaders are effective when their followers 
 achieve their goals, can function well together, 
 and can adapt to changing demands from 
 external forces.
 Why do we need leaders?
● To keep group orderly and focused. The existence of groups 
 require some form of organization and hierarchy. Leaders are 
 needed to pull the individuals together, organize and 
 coordinate their efforts.
● To accomplish tasks. Groups allow us to accomplish tasks 
 that individuals alone could not undertake or complete. Leaders 
 are needed to facilitate that accomplishment, to provide goals 
 and directions, and coordinate activities.
● To make sense of the world. Groups and their leaders 
 provide individuals with a perceptual check. Leaders help us 
 make sense of the world, establish social reality, and assign 
 meaning to events and situations that may be ambiguous.
● To be romantic ideals. Leadership is needed to fulfill our 
 desire for mythical or romantic figures who represent us and 
 symbolize our own and our culture’s ideals and 
 accomplishments.
 Chapter 1
 1.2- Obstacles to 
Effective Leadership 
 Obstacles To Effective 
 Leadership 
● Organizations face considerable uncertainty that creates 
 pressure for quick responses and solutions. 
 ○ Implementing new methods of leadership would make dealing with 
 complexity and uncertainty easier in the long run. 
 ○ The lack of learning and experimentation causes the continuation 
 of the crises, which makes unavailable the time needed to learn 
 and practice innovative behaviors.
● Organizations are often rigid and unforgiving. 
 ○ In the push for short-term and immediate performance, 
 organizations do not allow any room for mistake and 
 experimentation. Such rigidity and reward systems discourage 
 endeavors.
 Obstacles To Effective 
 Leadership 
● Organizations fall back on old ideas about effective 
 leadership, and therefore, rely on simplistic solutions 
 that do not fit new and complex problems.
● Organizations develop a particular culture that strongly 
 influences how things are done and what is considered 
 acceptable behavior. 
 ○ As leaders try to implement new ideas and experiment with new 
 methods, they may face resistance generated by the established 
 culture.
● The difficulty involved in understanding and applying the 
 findings of academic research.
 Chapter 1
1.3- Leadership and 
 Management 
Leadership and Management
 Leadership and Management
 Managers Leaders 
● Focus on the ● Focus on the 
 present future
● Maintain ● Create change
 status quo and ● Initiate goals 
 stability and strategies
● Implement ● Create a 
 policies and culture based 
 procedures on shared 
● Maintain values
 existing ● Establish an 
 structure emotional link 
● Remain aloof with followers
 to maintain ● Use personal 
 objectivity power 
● Use position 
 power
 Chapter 1
 1.4- Roles and 
Functions of a Leader
 Managerial Roles
● Roles: are sets of expected behaviors ascribed to 
 leaders/ managers by virtue of their leadership position.
● Basic managerial functions: planning, organizing, 
 staffing, directing and controlling
● Internal functions: to provide their groups or 
 organizations with a sense of vision and mission
 ○ Department managers need to plan and organize their department’
 s activities and assign various people to perform tasks, monitor 
 their employees’ performance and correct employee's actions 
 when needed.
● Strategic and external functions. 
 ○ Managers negotiate with their boss and other department 
 managers for resources and coordinate decisions and activities 
 with them. 
 ○ Additionally, they must participate in strategic planning and the 
 development of their own mission.
 Functions of the leader
●One of the major functions of leaders is the 
 creation and development of a culture and 
 climate for their groups or organizations 
 (Nahavandi and Malekzadeh, 1993a; Schein, 
 2004).
 Functions of the leader
● Leaders are models for other organizational members. 
 ○ They establish and grant the status symbols that are the main 
 artifacts of organizational culture. 
 ○ Followers take their cues from the leaders on what behaviors are and 
 are not acceptable.
● Leaders are to manage the emotions of group members 
 (Hemphrey, 2002; Kellett, Humphrey, and Sleeth, 2002) to 
 maintaining followers' positive outlook in uncertain and 
 ambiguous situations. 
 ○ Followers observe their leaders’ emotional reactions and take their 
 cues from them to determine appropriate reactions (Pescosolido, 
 2002): teamwork, globalization, challenge to retain valued 
 employees.
 Functions of the leader
● Leaders, particularly founders, leave an almost-indelible 
 mark on the assumptions that are passed down from 
 one generation to the next. 
 ○ In fact, organizations often come to mirror their founders’ 
 personalities.
● Founders’ style (or founders’ family history):
 ○ If the founder is workaholic and control oriented, the 
 organization is likely to push for fast-paced decision making and 
 be centralized.
 ○ If the founder is participative and team oriented, the 
 organization will be decentralized.
 Functions of the leader
● Leaders are to accept responsibility for one’s action. 
 ○ With the power and status afforded to leaders, comes the 
 obligation of accepting responsibility for their own decisions and 
 the organization's impact on others.
● Leaders are to make decisions regarding the reward 
 system (Kerr and Slocum, 1987) and the control over 
 decision standards.
 ○ Rewards: financial and non financial 
 ○ Accomplishments: contribution to cultural diversity or the degree of 
 social responsibility.
● Leaders are in charge of selecting other leaders and 
 managers for the organizations. 
 ○ Those selected are likely to fit the existing leader’s ideal model 
 and, therefore, fit the culture.
 Functions of the leader
● Leaders are to make decisions for the organization about 
 structure and strategy, by determining the hierarchy, 
 span of control, reporting relationship, and degree of 
 formularization and specialization.
 ○ A highly decentralized and organic structure  open and 
 participative culture
 ○ A highly centralized structure  mechanistic/ bureaucratic 
 culture.
 ○ The structure of an organization limits or encourage interaction, 
 and by doing so, affects the assumptions shared by members of 
 the organizations.
● The strategy selected by the leaders or top management 
 team will be determined by the culture of the organization.
 ○ A proactive growth strategy that require innovation and risk 
 taking vs.. a strategy of retrenchment.
 Does Leadership Make a 
 Difference 
Leadership is Insignificant Leadership has an Impact
● Outside environmental ● Leadership is one of the 
 factors affect organizations many important factors
 more than leadership ● Leadership is key in 
● Internal structure and providing vision and direction
 strategy determine the ● Leadership can account for 
 course an organization takes up to 44% of a firm’s 
● Leadership accounts for only profitability
 7 to 15% of financial ● Leadership is critical in 
 performance orchestrating change 
● Leaders have little discretion ● Leadership’s impact is 
 to really make an impact moderated by situational 
● Leadership is a romantic factors
 myth rather a real 
 organizational factor
 Reconciling the 
 Differences
● Leadership is one of many factors that influence the 
 performance of a group or an organization.
● The leader's contribution, although not always tangible, 
 is often significant in providing a vision and direction for 
 followers and in integrating their activities.
● About the leader's power and discretion, the key is to 
 identify situations where the leader's power and discretion 
 over the group and organization are limited.
● The potential lack of impact of leaders in some situations 
 further emphasizes the importance of followers in the 
 success of leadership and the need to understand 
 organizations as broad systems.
● The 2 views (against and for the impact of leadership) 
 complement each other and should be fully integrated 
 (Osborn, Hunt, and Jauch, 2002).
Chapter 1
 1.5- Changes 
 in 
 Organizations 
 and 
 Expectations 
 of Leaders 
Control versus Result-Oriented 
 Leadership
 Roles of leaders in 
 organizations 
 Traditional Model New Model
● Control of group ● Facilitation and 
● Initiation-of-structure skills participation skills
● Responsible only for ● Managers are expected to 
 production; the planning, provide the vision, get the 
 leading and controlling needed resources to 
 functions, as well as the employees, account as 
 responsibility for results, support person, and get 
 fall on the manager. out of employees' way.
 ● Employees learn about the 
 strategic and financial 
 issues related to their job, 
 plan their own activities, 
 set production goals, and 
 take responsibility for their 
 result.
 Factors fueling changes
External and internal organizational factors are driving 
the changes in organizations and in the role of leaders and 
managers.
 ● Political changes worldwide  more openness and 
 democracy.
 ● Global and local competition, and complex and fast 
 changing technologies  reconsider how to provide goods 
 and services to customers
 ● Global competition associated with consumer demands 
 for improved quality in products and services  need for 
 flexibility and creativity on the part of organizations
 Factors fueling changes
● Demographic changes  increased diversity (age, 
 gender, ethnic background, women in the workforce) in 
 groups and organizations
 ○ leaders must consider this diversity when making decisions
 ○ younger generation enters the workplace with expectation of 
 participation and autonomy, fast promotions, challenging learning 
 opportunities, training, and work life balance
● Increase in service jobs (vs. traditional manufacturing 
 jobs)  employees be in direct contact with customers, 
 use judgment and make quick decisions (that previously 
 reserved for management)
 Barriers to Change 
● Autocratic leaders whose goals are clearly, not 
 employee motivation and loyalty.
● Cost-cutting strategies  widespread layoffs.
● Focus on short-term and quick results cannot create 
 the motivation necessary for the innovation and superior 
 service.
● Top management still remains a one-person show.
● Old cultures in the reward system (for individual 
 performance), more bureaucracy, lower autonomy, low 
 responsibility.
● Employees are not willing or able to accept their new 
 roles as partners and decision makers, even when such 
 roles are offered to them. Even when organizations 
 encourage change, leaders find giving up control difficulty 
 (because of years of traditional training, of personality 
 characteristics)
Questions?