1. WHY DO SOME EMPLOYEES PAY MORE ATTENTION TO SOME MANAGERS THAN TO OTHERS?
WHY WILL THEY WILLINGLY FOLLOW ONE BOSS INTO BATTLE, WHILE THEY REFUSE TO EVEN LISTEN TO THE OTHER?

2. CHESTER BARNARD’S ZONE OF INDIFFERENCE
Questioning Zone ?
Not Obey

3. The effective use of power to achieve organizational objectives
LEADERSHIP:
The ability to influence people toward the attainment of organizational goals
(Daft, p. 514)
The effective use of power to achieve organizational objectives
(Hunger)

4. The ability to influence or affect the environment
POWER:
The ability to influence or affect the environment
INFLUENCE:
The use of power to cause a change in another person or thing in the environment

5. CHARACTERISTICS OF CHARISMATIC LEADER
1. Models a role
2. Articulates a transcendent goal
3. Communicates high performance standards
and
Shows confidence in followers’ ability
( A charismatic leader motivates followers to transcend their expected performance-Daft, p. 532)

6. BASES OF POWER QUESTIONNAIRE

7. A MANAGER HAS: POSITION - BASED POWER
Legitimate
Reward
Coercive
(Daft, p. 516)

8. A LEADER HAS: PERSON - BASED POWER
Referent
Expert
(Daft, p. 516)
(Plus informal reward and coercive according to Hunger)

9. Use of expert and reference power lead to commitment
Use of legitimate and reward power lead to compliance
Use of coercive power leads to resistance
(Daft, pp )

10. Categories of Leadership Theories
Trait Theory
Behavioral Approaches
Contingency Approaches
Change Leadership

11. TRAIT THEORY
No personality traits distinguish leaders from non-leaders
Only a weak relationship between traits & leader success
(Daft, p. 518)

12. BEHAVIORAL APPROACHES
Styles
Dimensions
Leadership Grid

13. LEADERSHIP STYLES (Lewin, Lippitt, &White) (Daft, p. 518)
Autocratic
Democratic
Laissez-Faire
(Iowa Studies, 1930s)

14. BEST STYLE? Quantity of Work Quality of Work Satisfaction with Work
Autocratic
Democratic
Laissez Faire
Most
Least
Democratic
Autocratic
Laissez Faire
Best
Worst
Democratic
Laissez Faire
Autocratic
Most
Least

15. TANNENBAUM/SCHMIDT CONTINUUM OF LEADERSHIP BEHAVIOR (Daft, p
TANNENBAUM/SCHMIDT CONTINUUM OF LEADERSHIP BEHAVIOR (Daft, p. 520) Autocratic………....Democratic..….Laissez Faire
Use of Authority
by the Manager
Area of Freedom
for Subordinates
Boss-
Centered
Leadership
Subordinate-
Centered
Leadership

16. TANNENBAUM/SCHMIDT LEADERSHIP CONTINUUM
Optimal Leadership Style Depends Upon:
1. Forces in the Leader
2. Forces in the Subordinate Group
3. Forces in the Situation

17. DIMENSIONS OF LEADERSHIP (Daft, p. 521) Ohio State & Michigan Studies
Task Orientation
Initiating structure
Job-centered
Employee Orientation
Consideration
Employee-centered

18. Consideration & Initiating Structure (Daft, p. 521)
Is mindful of subordinates
Establishes mutual trust
Provides open communication
Develops teamwork
Initiating Structure:
Is task oriented
Directs subordinate work activities toward goal attainment
Typically give instructions, spend time planning, and emphasize deadlines
Provide explicit schedules of work activities

19. The Leadership Grid Figure(Daft, p. 522)
High
1,9
Country Club Management
Thoughtful attention to the
needs of people for satisfying
relationships leads to a com-
fortable, friendly organization
atmosphere and work tempo.
9,9
Team Management
Work accomplishment is from
committed people; interdependence
through a “common stake” in
organization purpose leads to
relationships of trust and respect.
5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level.
Concern for People
Impoverished Management
Exertion of minimum effort
to get required work done
is appropriate to sustain
organization membership.
1,1
Authority-Compliance
Efficiency in operations results
from arranging conditions of
work in such a way that human
elements interfere to a minimum
degree ,1
Low
Low
Concern for Production
High
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

20. CONTINGENCY APPROACHES
Hersey and Blanchard’s Situational (Life Cycle) Theory
Path-Goal Theory
Substitutes for Leadership

21. HERSEY AND BLANCHARD’S SITUATIONAL THEORY OF LEADERSHIP
Also called “Life Cycle” Theory

22. Hersey and Blanchard’s Situational Theory (Daft, p. 526)
A contingency approach to leadership that links the leader’s behavioral style with the task readiness (maturity) of subordinates.

23. Psychological Development
Imp of
Needs
Immature
Mature
Psychological Development
Physiological
Safety
Social
Esteem
Self Act.

24. Psychological Development
Imp of
Needs
Immature
Mature
Psychological Development
Physiological
Safety
Social
Esteem
Self Act.
Tell
Sell
Participate
Delegate

25. SITUATIONAL LEADERSHIP THEORY
Participating
Selling
Delegating
Telling

26. PATH-GOAL THEORY OF LEADERSHIP (Daft, p. 527)
Based on Expectancy Theory of Motivation
A leader should emphasize either path clarification or adjust rewards depending on the factors affecting a person’s motivation
Theory assumes people can change their leadership styles to fit the situation

27. Situational Contingencies Three Important Situational Contingencies in Path-Goal Theory (Daft, p. 531)
The personal characteristics of group members
The work environment

28. SUBSTITUTES FOR LEADERSHIP (Daft, p. 531)
Do we always need “leaders” to
make things happen?
Substitutes vs. Neutralizers

29. SUBSTITUTES FOR LEADERSHIP (Daft, p. 531)
Substitutes for leadership make the leadership style unnecessary
Neutralizers counteract the leadership style

30. Substitutes for relationship leader behaviors:
intrinsically satisfying work
professionally-oriented subordinates
group cohesiveness
Substitutes for task leader behaviors:
able and experienced subordinates
routine formalized work
highly structured tasks
automatic feedback
professionalism

31. Change Leadership (Daft, p. 532)
Transactional Leader: Provides direction for subordinates to achieve set objectives (typical “good manager” using position power & some personal power)
Transformational Leader: Special ability to create innovation & change
(charismatic leader within an organization – high on position & personal power)

32. ADD-ON EFFECT OF TRANSFORMATIONAL LEADERSHIP
Transactional
Leadership
Current
state of
expected
subordinate
effort
Normal
performance
Transformational
Heightened
motivation
to attain
designed
outcome
(extra effort)
Subordinate
beyond
normal
expectations