2. Briefly describe the five key elements of leadership.
Identify and define the managerial leadership skills.
List the ten managerial roles based on their three categories.
Explain the interrelationships among the levels of leadership analysis.
Describe the major similarity and difference between the trait and behavioral leadership theories.
Discuss the interrelationships between trait and behavioral leadership theories and contingency theories.
Define the key terms in this chapter.
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3. Leadership Is Everyone’s Business
Leadership is one of the oldest domains of management research.
Leadership is a widely debated and discussed topic with extensive business press coverage.
Effective global leaders are a vital asset for organizations as a competitive advantage.
Effective leadership makes a positive difference in people’s lives, group functioning and the success of organizations.
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4. Defining Leadership Leadership
Has no one universal definition, but rather it has many different definitions
Is complex and thus hard to define
Is the influencing process of leaders and followers to achieve organizational objectives through change
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5. The Role of Influence Influence
Is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change
Is the essence of leadership
How Do Managers and Leaders Use Influence
Managers may influence through coercion
Leaders influence by gaining followers’ commitment and enthusiasm
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6. Characteristics of Effective Leaders
Know when to lead and when to follow
Influence followers to support organizational objectives and interests
Provide direction
Set challenging objectives and lead the charge to achieve them
Influence change for continual improvement
Enjoy working with people and helping them succeed
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7. Managerial Leadership Skills
Technical (Business) Skills
Involve the ability to use methods and techniques to perform a task.
Interpersonal Skills
Involve the ability to understand, communicate, and work well with individuals and groups through developing effective relationships.
Decision-making Skills
Are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities.
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8. Interpersonal Role as Figurehead
Figureheads
Represent the organization or department in legal, social, ceremonial, or symbolic activities
Are considered a top management function, however, leaders throughout the firm can perform this role
Role Includes:
Signing official documents
Entertaining clients and official visitors
Speaking engagements (formal and informal)
Presiding at meetings and ceremonies
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9. Interpersonal Role as Leader
The Leadership Role:
Pervades all managerial behavior
Influences how leaders perform other roles
Role Includes:
Hiring and training
Giving instructions and coaching
Evaluating performance
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10. Interpersonal Role as Liaison
Liaison Role
Involves interacting with people outside the organizational unit
Role Includes:
Networking
Developing relationships
Gaining information and favors
Serving on committees
Attending professional meetings
Keeping in touch with other people and organizations
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11. Informational Role as Monitor
Monitoring
Involves gathering information and then analyzing information to discover problems and opportunities
Role Includes:
Reading memos, reports, and publications
Talking to others
Attending meetings
Observing competitors
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12. Informational Role as Disseminator
Passes information to others via:
Oral means
Telephone or voice mail
One-on-one discussions
Meetings
Written media
Printed documents
Handwritten notes
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13. Informational Role as Spokesperson
Provides information to people outside the organizational unit
Examples:
Meeting with upper management to discuss the unit’s performance
Meeting with the budget officer to discuss the unit’s budget
Answering letters
Reporting information to the government
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14. Decisional Role as Entrepreneur
Entrepreneurs
Are innovative initiators of both organizational change and unit improvements
Examples:
Developing new or improved products and services
Developing new ways to process products and services
Purchasing new equipment
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15. Decisional Role as Disturbance-Handler
A Disturbance Handler
Takes corrective action during crisis or conflict situations that require reaction to unexpected events
Is a role typically given priority by leaders
Disturbance-Handler Situations:
A union strike
Equipment breakdown
Needed material not arriving on time
Tight schedules
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16. Decisional Role as Resource-Allocator
Resource Allocation
Involves scheduling, requesting authorization, and performing budgeting activities
Decision Examples:
Deciding what is done now, later, or not at all
Setting priorities and time management
Allocating raises, overtime, and bonuses
Scheduling employee, equipment, and material use
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17. Decisional Role as Negotiator
Negotiators
Represent their organizational units in transactions that have no set boundaries
Negotiating Examples:
Setting pay and benefits for a new professional employee or manager
Reaching agreement on a labor union contract
Contracting with customers or suppliers
© 2013 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.

18. Levels of Analysis of Leadership Theory: Individual Level
Focuses on the individual leader and the relationship with individual followers
Considers the “dyadic process”
The reciprocal influence that leaders and followers have on each other
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19. Levels of Analysis of Leadership Theory: Group Level
Focuses on the relationship between the individual leader and the collective group of followers
Examines the “group process”
How the leader contributes to group effectiveness
Leadership role is an important part is meetings
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20. Levels of Analysis of Leadership Theory: Organizational Level
Focuses on how top management influences organizational performance
Studies the “organizational process”
How the organization adapts and transforms
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21. Interrelationships among the Levels of Analysis
Group and organizational performance are based on individual performance
If individual performance is low, then group and organizational performance will be low as well
Organizational performance is also based on group performance
If groups are ineffective, organizational performance will be low
Both group and organizational performance also affect the performance of the individual
If both the group members and the group are highly motivated and productive, individuals will likely be productive as well
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22. Leadership Theories Attempt to explain some aspect of leadership
Have practical value because they can be used to better understand, predict, and control successful leadership
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23. Trait Theories of Leadership
Attempt to identify the distinctive physical and psychological traits of individuals that account for leadership effectiveness
Examples:
High energy level
Appearance
Aggressiveness
Persuasiveness
Dominance
Self-reliance
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24. Behavioral Leadership Theories
Behavioral Theories
Attempt to explain distinctive styles used by effective leaders, or to define the nature of their work—what the leader actually does on the job (behavior)
Are exemplified by Mintzberg’s ten managerial roles
Explored two generic dimensions of effective leader behavior:
Task-oriented leadership
People-oriented leadership
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25. Contingency Leadership Theories
Contingency Theories
Attempt to explain the appropriate leadership style based on the leader, followers, and situation
Are called “universal theories”
Try to predict which traits and/or behaviors will result in leadership success given the situational variables
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26. Integrative Leadership Theories
Integrative Theories
Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader–follower relationships
Explore why the same behavior by the leader may have a different effect on followers, depending on the situation.
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27. From the Management to the Leadership Theory Paradigm
The Paradigm
Describes the shift from the older autocratic management style to the newer participative leadership style of management
Focuses on how to integrate management and leadership, or on developing leadership skills of managers and employees,
Points out that successful leaders can become good at managing, and successful managers can become good leaders
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28. Management versus Leadership
Old-Style Managers:
Were autocratic
Made all decisions
Maintained tight controls over employees
New Leader-Managers:
Are primarily participative
Focus on leadership
Share management functions with employees
Have good relationships with followers
Realize that people are the most important asset
© 2013 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.