The Meaning of Leadership Leadership as a Process: what leaders actually do.Leadership as a Process: what leaders actually do. –Use noncoercive influence to shape the group’s or organization’s goals –Motivate others’ behavior toward goals. –Help to define organizational culture. Leadership as a Property: who leaders are.Leadership as a Property: who leaders are. –Characteristics attributed to individuals perceived as leaders. –Leaders are people who are accepted as leaders by others. –Leaders are people who can influence the behaviors of others without having to rely on force. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–2

Understanding the Basics of Leadership PowerPower –Is the ability to affect the behavior of others. Legitimate power Coercive power Referent power Expert power Reward power Types of Power © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–3

Using Power Uses of Power by Leaders Legitimate request Coercion Personal identification Information distortion Inspirational appeal Rational persuasion Instrumental compliance © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–4

Analyzing Leadership Leadership Traits ApproachLeadership Traits Approach –Assumed that a basic set of personal traits that differentiated leaders from nonleaders could be identified for use in predicting who would become leaders. –Was not unable to establish empirical relationships between specific traits and persons regarded as leaders. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–5

Investigation of Leadership Behaviors Job-centered behavior Employee-centered behavior Initiating-structure behavior Consideration behavior Leadership Behaviors Studies Michigan Studies Ohio State Studies © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–6

Leadership Behaviors Michigan Studies (Rensis Likert)Michigan Studies (Rensis Likert) –Identified two forms of leader behavior: Job-centered leader behaviorJob-centered leader behavior Employee-centered leader behaviorEmployee-centered leader behavior –These two forms of leader behaviors were considered to be at opposite ends of the same continuum. –Indicated that that employee-centered leader behavior generally tends to be more effective. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–7

Leadership Behaviors (cont’d) Ohio State StudiesOhio State Studies –Did not interpret leader behavior as being one- dimensional as did the Michigan State studies. –Initial research assumption: leaders who exhibit high levels of both behaviors would be most effective leaders. –Identified two basic leadership styles that can be exhibited independently and simultaneously: Initiating-structure behaviorInitiating-structure behavior Consideration behaviorConsideration behavior © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–8

Situational Approaches to Leadership Situational Models of Leader BehaviorSituational Models of Leader Behavior –Assume that: Appropriate leader behavior depends on the situation.Appropriate leader behavior depends on the situation. Situational factors that determine appropriate leader behavior can be identified.Situational factors that determine appropriate leader behavior can be identified. Situational Leadership Theories:Situational Leadership Theories: –Least preferred coworker theory –Path-goal theory –Leader-member exchange approach © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–9

Situational Approaches… (cont’d) Least Preferred Coworker (LPC) Theory (Fiedler)Least Preferred Coworker (LPC) Theory (Fiedler) –Assumed that leadership style is fixed and situation must be changed to favor the leader. –Appropriate leadership style varies with situational favorableness (from the leader’s viewpoint). LPC scale asks leaders to describe the person with whom they are least able to work well.LPC scale asks leaders to describe the person with whom they are least able to work well. High scale scores indicate a relationship orientation; low scores indicate a task orientation on the part of the leader.High scale scores indicate a relationship orientation; low scores indicate a task orientation on the part of the leader. –Situational favorableness is determined by: Quality of leader-member relationsQuality of leader-member relations Degree to which the structure of the group’s task is definedDegree to which the structure of the group’s task is defined Position power of the leaderPosition power of the leader © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–10

Situational Approaches… (cont’d) Path–Goal Theory (Evans and House)Path–Goal Theory (Evans and House) –The primary functions of a leader are: To make valued or desired rewards available in the workplaceTo make valued or desired rewards available in the workplace To clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewardsTo clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards –Leader Behaviors: Directive leader behaviorDirective leader behavior Supportive leader behaviorSupportive leader behavior Participative leader behaviorParticipative leader behavior Achievement-oriented leader behaviorAchievement-oriented leader behavior © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–11

Situational Approaches… (cont’d) The Leader-Member Exchange (LMX) ApproachThe Leader-Member Exchange (LMX) Approach –Stresses the importance of variable relationships between supervisors and each of their subordinates. –Vertical dyads Leaders form unique independent relationships with each subordinate (dyads) in which the subordinate becomes a member of the leader’s out-group or in-group.Leaders form unique independent relationships with each subordinate (dyads) in which the subordinate becomes a member of the leader’s out-group or in-group. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–12

Related Perspectives on Leadership Substitutes for LeadershipSubstitutes for Leadership –A concept that identifies situations in which leader behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization. Subordinates Ability and experience Need for independence Professional orientation Indifference to organizational goals Task Routineness Availability of feedback Intrinsic satisfaction Organization Formalization Group cohesion Inflexibility Rigid reward structure Characteristics that Substitute for Leadership © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–13

Charismatic Leadership (House) CharismaCharisma –Is an interpersonal attraction that inspires support and acceptance –Is an individual characteristic of a leader. Charismatic persons are more successful than non-charismatic persons.Charismatic persons are more successful than non-charismatic persons. Charismatic leaders:Charismatic leaders: –Are self-confident. –Have a firm conviction in their belief and ideals. –Possess a strong need to influence people. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–14

Keys to Successful Leadership Trusting in subordinates Keeping cool Being an expert Simplifying things Inviting dissent Encouraging risk Developing a vision Successful Leadership © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–15

Emerging Approaches to Leadership Cross-Cultural Leadership Ethical Leadership New Approaches to Leadership © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10–16