2. Define leader and leadership
eleventh edition
Define leader and leadership
Compare and contrast early theories of leadership
Describe the three major contingency theories of leadership
Describe contemporary views of leadership
Discuss contemporary issues affecting leadership 2

3. What Is Leadership? What is Power?
Leadership – Is the process of inspiring, guiding and influencing others to participate in a common effort. Ideally, all managers should be leaders. Power- The right and capacity that leaders have to influence work actions and decision.

4. Managing Power Legitimate power
The power a leader has as a result of his or her position.
Coercive power
The power a leader has to punish or control.
Reward power
The power to give positive benefits or rewards.
Expert power
The influence a leader can exert as a result of his or her expertise, skills, or knowledge.
Referent power
The power of a leader that arises because of a person’s desirable resources or admired personal traits.

5. Trait Theories (1920s -1930s)
Focused on identifying personal characteristics that differentiated leaders from non-leaders
7 traits were associated with effective leadership
Drive, Desire to Lead, Honesty & Integrity, Self-Confidence, Intelligence, Job-Relevant Knowledge, Extraversion
Eventually deciding that traits alone were not sufficient to identify effective leaders
Since it excluded interaction of leaders with group members and situational factors

6. Behavioral Theories
University of Iowa Studies: Identified 3 leadership styles which were found to be effective:
a. Autocratic: leader who dictated work methods, limited employee participation, made unilateral decisions
b. Democratic: employee involvement in decision making, delegated authority, took feedback
c. Laissez faire: let group make decision
-Employees were more satisfied under a democratic leader than under an autocratic leader.
-No specific style was consistently better for producing better performance.

7. Behavioral Theories
2. Ohio State Studies: Identified 2 dimensions of leadership behavior. a. Initiating structure: the extent to which a leader defined individual role and the roles of group members in attaining goals. b. Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings. -High consideration/high structure leaders generally, but not always, achieved high on group task performance and membership satisfaction.

8. Behavioral Theories
3. University of Michigan Studies: Identified 2 dimensions of leadership behavior:
Employee oriented: emphasizing personal relationships
Production oriented: emphasizing task accomplishment
-Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

9. Behavioral Theories
4. The Managerial Grid: Places managerial styles in 5 categories.
Impoverished management (low concern for production, low concern for people)
Task management (high concern for production, low concern for people)
Middle-of-the-road management (medium concern for production, medium concern for people)
Country club management (low concern for production, high concern for people)
Team management (high concern for production, high concern for people)
Team management produced the most effective leadership style

10. Exhibit 17-2: Behavioral Theories of Leadership
Researchers hoped that the behavioral theories approach would provide more definitive answers about the nature of leadership than did the trait theories. The four main leader behavior studies are summarized in Exhibit 17-2.

11. Exhibit 17-2: Behavioral Theories of Leadership (cont.)

12. Contingency Theories: Path-Goal Model
States that the leader’s job is to assist followers in attaining their goals and to provide direction or support to ensure that their goals are compatible with those of the organization
Depending on the situation, leaders assume different leadership styles at different times:
Directive -Lets subordinates know what’s expected of them, schedules work be done, and gives specific guidance on how to accomplish tasks.
Supportive- Shows concern for the needs of followers and is friendly.

13. Contingency Theories: Path-Goal Model
3. Participative- Consults with group members and uses their suggestions when making a decision. 4. Achievement oriented-Sets challenging goals and expects followers to perform at their highest level The path-goal theory proposes two contingency variables that influence the leadership behavior-outcome relationship. 1. Those in the environment that are outside the control of the follower 2. Those that are part of the personal characteristics of the follower

14. Exhibit 17-4: Path-Goal Model

15. Contingency Theries: McGregor’s Theory X and Theory Y
Douglas McGregor is best known for proposing two assumptions about human nature: Theory X is a negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work effectively. Theory Y is a positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction.

16. Contingency Theories: McGregor’s Theory X and Theory Y
McGregor believed that Theory Y assumptions should guide leadership practice In reality, no evidence confirms that either set of assumptions is valid or that being a Theory Y manager is the only way to motivate employees.

17. Contingency Theories: Transformational Leadership
Leaders who stimulate and inspire (transform) followers to overcome their own self-interests for the good of the organization
Visionaries who challenge people to do exceptional things
Transactional leaders monitor people so that they do the expected, according to plan.
In contrast, transformational leaders inspire people to do the unexpected, above and beyond the plan