1. McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Goals
What is leadership? What does it mean for a leader to be “effective”?
What traits and characteristics are related to leader emergence? What traits and characteristics are related to leader effectiveness?
What four styles can leaders use to make decisions? According to the timedriven model of leadership, what factors combine to make some styles more effective in a given situation?

3. Learning Goals, Cont’d
What two dimensions capture most of the day-to-day leadership behaviors that leaders engage in?
How does transformational leadership differ from transactional leadership? What kinds of behaviors underlie transformational leadership?
How does leadership affect job performance and organizational commitment?
Can leaders be trained to be more effective?

4. Leadership Leadership
How leaders get the power and influence needed to direct others (Chapter 13).
How leaders actually use their power and influence in an effective way.

5. Employee-Centered Measures of Leader Effectiveness
Table 14-1

6. Employee-Centered Measures of Leader Effectiveness, Cont’d
Table 14-1

7. Leader-Member Exchange Theory
Role taking phase
Role making phase

8. Leader-Member Exchange Theory
Figure 14-1

9. Leader Effectiveness Leader effectiveness
Most studies have concluded that traits are more predictive of leader emergence than they are of leader effectiveness.

10. Traits/Characteristics Related to Leader Emergence and Effectiveness
Table 14-2

11. Decision-Making Styles
Decision-making styles capture how a leader decides as opposed to what a leader decides.
Autocratic style
Consultative style

12. Decision-Making Styles, Cont’d
Facilitative style
Delegative style

13. Leader Decision-Making Styles
Delegative
Style
Facilitative
Style
Consultative
Style
Autocratic
Style
Figure 14-2
High Follower
Control
High Leader
Control

14. Time-Driven Model of Leadership
The model suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations.
The model suggests that seven factors combine to make some decision-making styles more effective in a given situation and other styles less effective.

15. Time-Driven Model of Leadership, Cont’d
Decision significance
Importance of commitment
Leader expertise
Likelihood of commitment

16. Time-Driven Model of Leadership, Cont’d
Shared objectives
Employee expertise
Teamwork skills
OB on Screen
Thirteen Days

17. The Time-Driven Model of Leadership
Figure 14-3

18. Discussion Questions What do leaders do on a day-to-day basis?
What behaviors do leaders tend to perform as part of their daily leadership responsibilities?

19. Ohio States Studies Initiating structure
Leaders who are high on initiating structure play a more active role in directing group activities and prioritize planning, scheduling, and trying out new ideas.

20. Ohio States Studies, Cont’d
Consideration
Initiating structure and consideration were independent concepts, meaning that leaders could be high on both, low on both, or high on one and low on the other.

21. Day-to-Day Behaviors Performed by Leaders
Table 14-3

22. Michigan Studies
Identified concepts similar to initiating structure and consideration, calling them production-centered (or task-oriented) and employee-centered (or relations-oriented) behaviors.
Framed their task-oriented and relations-oriented concepts as two ends of one continuum, implying that leaders couldn’t be high on both dimensions.

23. Life Cycle Theory of Leadership
Optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.
Readiness
Readiness varies from R1 (unable and unwilling) to R2 (unable but willing) to R3 (able but unwilling) to R4 (able and willing).

24. Life Cycle Theory of Leadership, Cont’d
Telling
Selling
Participating
Delegating

25. The Life Cycle Theory of Leadership
Figure 14-4

26. Other Styles of Leadership
Transformational leadership
Laissez-faire leadership

27. Other Styles of Leadership, Cont’d
Transactional leadership
Passive management-by-exception
Active management-by-exception
Contingent reward

28. Laissez-Faire, Transactional, and Transformational Leadership
Figure 14-5

29. Dimensions of Transformational Leadership
Idealized influence
“The leader instills pride in me for being associated with him/her.”
Inspirational motivation
“The leader articulates a compelling vision of the future.”

30. Dimensions of Transformational Leadership, Cont’d
Intellectual stimulation
“The leader gets others to look at problems from many different angles.”
Individualized consideration
“The leader spends time teaching and coaching.”

31. Transformational Rhetoric Among U.S. Presidents
Adapted from Table 14-4

32. Why Are Some Leaders More Effective than Others?
Figure 14-6

33. How Important is Leadership?
Transformational leadership affects the job performance of the employees who report to the leader.
Employees with transformational leaders tend to have higher levels of task performance and engage in higher levels of citizenship behaviors.
Employees have higher levels of motivation and trust their leader more.
Employees with transformational leaders tend to be more committed to their organization.

34. Effects of Transformational Leadership on Performance and Commitment
Figure 14-7

35. Substitutes for Leadership
Substitutes for leadership model
Substitutes
Neutralizers

36. Leader Substitutes and Neutralizers
Table 14-5

37. Leadership Training
Estimates suggest that U.S. companies spent $56 billion on training programs in 2006, with 29 percent of that devoted to management and supervisory training.
Many training programs focus on transformational leadership content, and research suggests that those programs can be effective.
Managers who participated in the training were rated as more transformational afterward.
Their employees reported higher levels of organizational commitment.

38. Takeaways
Leadership is defined as the use of power and influence to direct the activities of followers toward goal achievement. An “effective leader” improves the performance and well-being of the overall unit. An “effective leader” also cultivates high-quality leader–member exchange relationships on a dyadic basis through role taking and role making processes.
Leader emergence has been linked to a number of traits, some of which also predict leader effectiveness.

39. Takeaways, Cont’d
Leaders can use a number of styles to make decisions. Beginning with high leader control and moving to high follower control, they include autocratic, consultative, facilitative, and delegative styles. According to the time-driven model of leadership, the appropriateness of these styles depends on decision significance, the importance of commitment, leader expertise, the likelihood of commitment, shared objectives, employee expertise, and teamwork skills.
Most of the day-to-day leadership behaviors that leaders engage in are examples of either initiating structure or consideration.

40. Takeaways, Cont’d
Transactional leadership emphasizes “carrot-and-stick” approaches to motivating employees, whereas transformational leadership fundamentally changes the way employees view their work. The specific behaviors that underlie transformational leadership include the “Four Is”: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
Transformational leadership has a moderate positive relationship with job performance and a strong positive relationship with organizational commitment. It has stronger effects on these outcomes than other leadership behaviors.

41. Takeaways, Cont’d
Leaders can be trained to be effective. In fact, such training can be used to increase transformational leadership behaviors, despite the fact that charisma is somewhat dependent on personality and genetic factors.