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. Other Referenced Theories
Theory X and Theory Y
Theory X and Theory Y each represent different ways in which leaders view employees.
Theory X is the traditional view of direction and control by managers.
Theory Y is the view that individual and organizational goals can be integrated.
Douglas McGregor described Theory X and Theory Y in his book, The Human Side of Enterprise.
Theory X managers believe that employees are motivated mainly by money, are lazy, uncooperative, and have poor work habits. Theory Y managers believe that subordinates work hard, are cooperative, and have positive attitudes.

22. Tight control, lots of rules, no freedom
Management/
Leader
Tight control, lots of rules, no freedom
Theory X is the traditional view of direction and control by managers.
1. The average human being has an inherent dislike of work and will avoid if he or she can. 2. Because of this human characteristic of dislike of work, most people must be controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. 3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all.
Theory X leads naturally to an emphasis on the tactics of control - to procedures and techniques for telling people what to do, for determining whether they are doing it, and for administering rewards and punishment. Theory X explains the consequences of a particular managerial strategy. Because its assumptions are so unnecessarily limiting, it prevents managers from seeing the possibilities inherent in other managerial strategies. As long as the assumptions of Theory X influence managerial strategy, organizations will fail to discover, let alone utilize, the potentialities of the average human being.
Staff/
Followers
Alan Chapmen

23. Lots of freedom, creativity & responsibility
Staff/
Followers
Lots of freedom, creativity & responsibility
Theory Y is the view that individual and organizational goals can be integrated.
1. The expenditures of physical and mental effort in work are as natural as play or rest. 2. External control and the threat of punishment are not the only means for bringing out effort toward organizational objectives. 3. Commitment to objectives is a function of the rewards associated with their achievement. 4. The average human being learns, under proper conditions, not only to accept but also to seek responsibility. 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems in widely, not narrowly, distributed in the population. 6. Under the condition of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
Theory Y's purpose is to encourage integration, to create a situation in which an employee can achieve his or her own goals best by directing his or her efforts toward the objectives of the organization. It is a deliberate attempt to link improvement in managerial competence with the satisfaction of higher-level ego and self-actualization needs. Theory Y leads to a preoccupation with the nature of relationships, with the creation of an environment which will encourage commitment to organizational objectives and which will provide opportunities for the maximum exercise of initiative, ingenuity, and self-direction in achieving them.
Management/
Leader
Alan Chapmen

24. Other Referenced Theories
Hersey-Blanchard
Situational Leadership
Based on the amount of direction (task-behavior) and amount of socio-emotional support (relationship-behavior) a leader must provide given the situation and the "level of maturity" of the followers.

25. Hersey-Blanchard Situational Leadership
To determine the appropriate leadership style to use in a given situation, the leader must first determine the maturity level of the followers in relation to the specific task that the leader is attempting to accomplish through the effort of the followers. As the level of followers' maturity increases, the leader should begin to reduce his or her task behavior and increase relationship behavior until the followers reach a moderate level of maturity. As the followers begin to move into an above average level of maturity, the leader should decrease not only task behavior but also relationship behavior.
Once the maturity level is identified, the appropriate leadership style can be determined. The four leadership styles are telling, selling, participating, and delegating. High task/low relationship behavior (S1) is referred to as "telling." The leader provides clear instructions and specific direction. Telling style is best matched with a low follower readiness level. High task/high relationship behavior (S2) is referred to as "selling." The leader encourages two-way communication and helps build confidence and motivation on the part of the employee, although the leader still has responsibility and controls decision making. Selling style is best matched with a moderate follower readiness level. High relationship/low task behavior (S3) is referred to as "participating." With this style, the leader and followers share decision making and no longer need or expect the relationship to be directive. Participating style is best matched with a moderate follower readiness level. Low relationship/low task behavior (S4) is labelled "delegating." This style is appropriate for leaders whose followers are ready to accomplish a particular task and are both competent and motivated to take full responsibility. Delegating style is best matched with a high follower readiness level.

26. Selecting a Style Some people are motivated by reward
Some people are motivated by punishment
Social systems work best with a chain of command
When people have agreed to do a job, a part of the deal is that they cede authority to their leader

27. 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

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

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

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

31. 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

32. 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)

33. 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