1. Fundamentals of Core Concepts & Applications Griffin Griffin Eighth Edition MANAGEMENT Chapter 5 Leadership and Influence Processes

2. 11–2 Chapter Outline The Nature of Leadership –The Meaning of Leadership –Leadership Versus Management –Power and Leadership The Search for Leadership Traits Leadership Behaviors –Michigan Studies –Ohio State Studies –Leadership Grid Situational Approaches to Leadership –LPC Theory

3. 11–3 Chapter Outline (cont’d) Situational Approaches to Leadership (cont’d) –Path-Goal Theory –Vroom’s Decision Tree –The Leader-Member Exchange Approach Related Perspectives on Leadership –Substitutes for Leadership –Charismatic Leadership –Transformational Leadership Political Behavior in Organizations –Common Political Behaviors –Managing Political Behaviors

4. 11–4 Learning Objectives After studying this chapter, you should be able to: –Describe the nature of leadership and distinguish leadership from management. –Discuss and evaluate the trait approach to leadership. –Discuss and evaluate models of leadership, focusing on behaviors. –Identify and describe the major situational approaches to leadership. –Identify and describe three related perspectives on leadership. –Discuss political behavior in organizations and how it can be managed.

5. 11–5

6. 11–6

9. 11–9

10. 11–10

11. 11–11

12. 11–12 The Nature of Leadership The Meaning of Leadership –Process: what leaders actually do. Use no-coercive influence to shape the group’s or organization’s goals. Motivate others’ behavior toward goals. Help to define organizational culture. –Property: who leaders are. The set of characteristics attributed to individuals perceived to be leaders.

13. 11–13 The Nature of Leadership The Meaning of Leadership –Leaders People who can influence the behaviors of others without having to rely on force. People who are accepted as leaders by others.

14. 11–14 The Nature of Leadership (cont’d) Distinctions Between Management and Leadership Source: Adapted from A Force for Change: How Leadership Differs from Management by John P. Kotter. Copyright © 1990 by John P. Kotter, Inc. Reprinted with permission of The Free Press, a division of Simon & Schuster Inc. Table 11.1 (adapted)

15. ManagerLeader Managers have employeesLeaders win followers Managers react to changeLeaders create change Managers have good ideasLeaders implement them Managers communicateLeader persuade (convince) Managers direct groupsLeaders create teams Managers try to be heroesLeader make heroes of everyone around them Managers take creditLeaders take responsibility Managers exercise power over people Leaders develop power with people 11–15

16. 11–16 Types of Power in Organizations Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition. Copyright © 1994 by Houghton Mifflin Company. Used with permission. Legitimate: Sincere Referent:

17. 11–17 The Nature of Leadership (cont’d) Power and Leadership –Power is the ability to affect the behavior of others. –Formal power: Legitimate (Genuine) power is granted through the organizational hierarchy. Example : the CEO who determines the overall direction of the company and resources needs of the company. Reward power is the power to give or withhold rewards. Example: this may be done through giving bonuses, raises a promotion, extra time off from work etc. Coercive power is the capability to force compliance by means of psychological, emotional, or physical threat. Example: the VP of sales who threatens sales folks to meet their goals or get replaced.

18. Personal Power: Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma. Referent power comes from being trusted and respected. Referent power is gained by a leader who has strong interpersonal relationship skills. Expert power is derived from the possession of information or expertise. It comes from one’s experiences, skills or knowledge. Example: the project manager who is an expert at solving particularly challenging problems to ensure a project stays on track. 11–18

19. 11–19 The Search for Leadership Traits Traits (Characters) Approach to Leadership –Assumed that a basic set of personal traits that differentiated leaders from non-leaders could be used to identify leaders and predict who would become leaders. –The trait approach was unsuccessful in establishing empirical relationships between traits and persons regarded as leaders.

20. Traits of a Good Leader Compiled by the Santa Clara University and the Tom Peters Group: 11–20 Honest — Display sincerity, integrity, and candor (frankness) in all your actions. Deceptive behavior will not inspire trust. Competent — Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings. Forward-looking — Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision (imagine) what they want and how to get it. They habitually pick priorities stemming from their basic values. Inspiring — Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary. Intelligent — Read, study, and seek challenging assignments. Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others. Broad-minded — Seek out diversity. Courageous — Have the perseverance (insistance) to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress. Straightforward — Use sound judgment to make a good decisions at the right time. Imaginative — Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative!

21. Leadership Traits Intelligence –More intelligence –Scholarship(learning) –Knowledge –Being able to get things done Physical -doesn’t see to be correlated 11–21 Personality -Verbal facility -honesty -initiative -aggressive -self-confident -ambitious -originality (innovation) -sociability -adaptability

22. 11–22 Leadership Behaviors Michigan Studies (Rensis Likert) –Identified two forms of leader behavior Job-centered behavior—managers who pay close attention to subordinates’ work, explain work procedures, and are keenly interested in performance. Employee-centered behavior—managers who focus on the development of cohesive work groups and employee satisfaction. –The two forms of leader behaviors were considered to be at opposite ends of the same continuum.

23. 11–23 Leadership Behaviors (cont’d) Ohio State Studies –Did not interpret leader behavior as being one- dimensional as did the Michigan State studies. –Identified two basic leadership styles that can be exhibited simultaneously: Initiating-structure behavior—the leader clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda. Consideration behavior—the leader shows concern for subordinates and attempts to establish a friendly and supportive climate.

24. 11–24 Leadership Behaviors (cont’d) Ohio State Studies (cont’d) –Initial assumption was that the most effective leaders who exhibit high levels of both behaviors. Subsequent research indicated that: Employees of supervisors ranked high on initiating structure were high performers, yet they expressed low levels of satisfaction and higher absenteeism. Employees of supervisors ranked high on consideration had low- performance ratings, yet they had high levels of satisfaction and less absenteeism. Other situational variables make consistent leader behavior predictions difficult. There is no universal or “one best way” model of leadership.

25. 11–25 Leadership/M anagerial Grid ® The Leadership Grid® is a method of evaluating leadership styles. The Grid® is used to train managers so that they are simultaneously more concerned for people and for production (9,9 style on the Grid ® ). Source: From Leadership Dilemmas— Grid Solutions by Robert R. Blake and Anne Adams McCanse. (Formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton.) Houston: Gulf Publishing Company, p. 29. Copyright © 1991 by Scientific Methods, Inc. Reproduced by permission of the owners. Figure 11.1