1. Leadership in Organizations
chp16
Leadership in Organizations
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Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

2. Leadership
IdeaBridge, travel the globe solving problems
The ability to influence people toward the attainment of organizational goals.
Leadership is reciprocal, occurring among people.
Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.
Leadership is dynamic and involves the use of power.

3. Leadership versus Management
Management Power:
comes from organizational structure, it promotes stability, order, and problem solving within the structure.
Leadership Power:
comes from personal sources, such as personal interests, goals, and values.
promotes vision, creativity, and change.
The major differences between the leader and the manager relates to their source of power and level of compliance.

4. Sources of Power
Legitimate Power: power coming from a formal management position.
Reward Power: stems from the authority to bestow rewards on other people.
Coercive Power: the authority to punish or recommend punishment.
Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.
Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader

5. Leader versus Manager Qualities
SOUL
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power
MIND
Rational
Consulting
Persistent
Problem solving
Tough-minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
Position power
Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12

6. Personal Characteristics of Leaders
Social characteristics
Ability to enlist cooperation
Popularity, prestige
Sociability, interpersonal skills
Social participation
Tact, diplomacy
Physical characteristics
Activity
Energy
Personality
Alertness
Originality, creativity
Personal integrity
Self-confidence
Social background
Mobility
Work-related characteristics
Achievement drive
Drive for responsibility
Responsibility in pursuit of goals
Task orientation
Intelligence and ability
Judgment, decisiveness
Knowledge
Fluency of speech
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).

7. Behavioral Approaches
Consideration:
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

8. Leadership Grid High Concern for People Low Low Concern for Production
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.

9. Contingency Approaches
Fiedler’s Contingency Theory
Hersey and Blanchard Situational Theory
Evans and House Path Goal Theory

10. Fiedler’s Classification of Situation Favorableness
Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly.

11. Path Goal Theory
Source: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985),

12. Path-Goal Theory Leaders Behaviors
Supportive leadership:
Leader behavior that shows concern for subordinates
Open, friendly, and approachable
Creates a team climate
Treats subordinates as equals
Directive leadership:
Tells subordinates exactly what they are supposed to do
Planning, making schedules, setting performance goals, and behavior standards
Participative leadership:
Consults with his or her subordinates about decisions
Achievement-oriented leadership:
Sets clear and challenging goals for subordinates
Behavior stresses high-quality performance

13. Path-Goal Situational Contingencies
The personal characteristics of group members
The work environment

14. Path-Goal Situations & Preferred Leader Behavior
Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981),

15. Change Leadership Transactional Leaders:
Clarify the role and task requirements of subordinates
Initiate structure
Provide appropriate rewards
Try to be considerate
Meet the social needs of subordinates
Charismatic Leaders:
The ability to inspire
Motivate people to do more than they would normally do
Tend to be less predictable than transactional leaders
Create an atmosphere of change
May be obsessed by visionary ideas

16. Changing Leadership & the Workplace
Globalization
E-commerce
Virtual organization
Telecommuting
Changing employee interests & expectations
Diversity
Level 5 Leadership
Women’s ways of leading
Virtual leadership
Servant leadership