Leadership Chapter 12 McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Leadership Leader One who influences others to attain goals. The greater the number of followers, the greater the influence

Key Leadership Behaviors Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart two perspectives—what people want and what organizations need—are neatly combined in a set of five key behaviors identified by James Kouzes and Barry Posner, two well–known authors and consultants. 9 The best leaders 1. Challenge the process. They challenge conventional beliefs and practices, and they create change. 2. Inspire a shared vision. They appeal to people’s values and motivate them to care about an important mission. 3. Enable others to act. They give people access to information and give them the power to perform to their full potential. 4. Model the way. They don’t just tell people what to do, they are living examples of the ideals they believe in. 5. Encourage the heart. They show appreciation, provide rewards, and use various approaches to motivate people in positive ways.

Vision Vision A mental image of a possible and desirable future state of the organization.

Leading and Managing Supervisory leadership Strategic leadership Behavior that provides guidance, support, and corrective feedback for day-to-day activities. Strategic leadership Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future.

Power and Leadership Power The ability to influence others.

Sources of Power Legitimate Coercive Reward Expert Referent The leader with legitimate power has the right, or the authority, to tell others what to do; The leader who has reward power influences others because she controls valued rewards The leader with referent power has personal characteristics that appeal to others; The leader with coercive power has control over punishments; people comply to avoid those punishments The leader who has expert power has certain expertise or knowledge;

Sources of Power Organizational Sources Formal position – legitimate power – acceptance of power because of position, includes elements of reward and coercive power Flows of information in the organization – anywhere in the hierarchy Control over important resources – supplies, process requests Social relations – being in the right place at the right time

Sources of Power Individual Sources Group Sources Expertise – expert power Interest and tenure Personal characteristics – referent/charismatic power Group Sources Coalitions

Traditional Approaches to Understanding Leadership Trait approach A leadership perspective that attempts to determine the personal characteristics that great leaders share

Useful Leadership Characteristics Drive Leadership Motivation Integrity Self Confidence Knowledge of the Business

Leader Behaviors Behavioral approach A leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit.

Leader Behaviors Task performance behaviors Actions taken to ensure that the work group or organization reaches its goals.

Group Maintenance Group maintenance behaviors Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group Leader-Member Exchange (LMX) theory Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

Questions Assessing Task Performance and Group Maintenance Leadership Table 12.1

Participation in Decision Making Autocratic leadership A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group Democratic leadership A form of leadership in which the leader solicits input from subordinates.

Participation in Decision Making Laissez-faire leadership philosophy characterized by an absence of managerial decision making.

Leadership Grid Figure 12.2

Situational Approaches to Leadership Leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.

Fiedler’s Contingency Model Fiedler’s contingency model of leadership effectiveness A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

Fiedler’s Analysis of Situations Figure 12.4

Fiedler’s Contingency Model Task-motivated leadership Leadership that places primary emphasis on completing a task. Relationship-motivated leadership Leadership that places primary emphasis on maintaining good interpersonal relationships.

Path-Goal Theory Path-goal theory A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

The Path-Goal Framework Figure 12.5

Path-Goal Model Leadership Styles Supportive – leader as source of rewards – use where tasks are routine and structured and subordinates are bored and lacking rewards from job Participative – planning, organizing done as a group – use where tasks are ambiguous and subordinates want to interact and be involved Directive/instrumental – planning, controlling, clarification from leader – use where tasks are ambiguous and subordinates expect direction from leader Achievement-oriented – encourage goal setting and planning by individuals – use were tasks are ambiguous, involving, challenging and subordinates are capable and achievement-oriented

The Managerial Grid Model 15.5 The Managerial Grid Model High (1,9) (9,9) (5,9) Participative 9 8 7 6 5 4 3 2 1 Supportive Concern for people (9,5) Achievement- Oriented (5,5) Instrumental Source: R. R. Blake, J. S. Mouton, and L. E. Greiner. Breakthrough in organization development. Harvard Business Review. November-December 1964 (1,1) (9,1) Low Low High Concern for production Adapted from Figure 15.2

Substitutes for Leadership Factors in the workplace that can exert the same influence on employees as leaders would provide.

Contemporary Perspectives on Leadership Charismatic leader A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.

Contemporary Perspectives on Leadership Transformational leader A leader who motivates people to transcend their personal interests for the good of the group. Transactional leaders Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.

Authenticity Authentic leadership Pseudo-transformational leaders A style in which the leader is true to himself or herself while leading Pseudo-transformational leaders Leaders who talk about positive change but allow their self-interest to take precedence over followers’ needs