1. 13 Leadership Chapter McGraw-Hill
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2. Learning Objectives After reading this chapter, you should be able to:
Distinguish between management and leadership.
Recognize how leaders use different power bases to exercise influence.
Differentiate effective from ineffective leaders.
Identify and apply the major theories of leadership.
Identify organizational characteristics that determine the need for and importance of leadership.
Strengthen the values and ethics of an organization through leadership.
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3. What Makes A Leader Effective?
Ability to influence other people
Has a vision – ideas or objectives that clarify to others where they should be headed
“Sells” the vision by articulating it in a compelling and persuasive manner
Encourages followers to establish appropriate implementation activities to support the accomplishment of the vision
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4. Compare Contrast Leadership Management McGraw-Hill
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5. Practices Associated with Leadership by Managers
Planning and organizing
Problem solving
Clarifying
Informing
Monitoring
Motivating
Consulting
Recognizing
Supporting
Managing conflict and team building
Networking
Delegating
Developing and mentoring
Rewarding
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6. Management and Leadership
Control
Implementation
Narrow
Consistency
Measurement
Get the job done
Leadership
Inspiration
Strategy
Breadth
Change
Establish direction
Changing the job

7. Power Coercive Power Reward Power Legitimate Power Referent Power
Expert Power
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8. Sources of Power Organizational Sources
Formal position – legitimate power – acceptance of power because of position, includes elements of reward and coercive power
Flows of information in the organization – anywhere in the hierarchy
Control over important resources – supplies, process requests
Social relations – being in the right place at the right time
Individual Sources
Expertise – expert power
Interest and tenure
Personal characteristics – referent/charismatic power
Group Sources
Coalitions

9. Leadership: Traditional Explanations
Person-based Theories
Situational Theories
Dispersed Theories
Exchange Theories
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10. Trait Theory “Can-Do” Attitude Desire to Lead Self- Confidence Honesty
and Integrity
Intelligence
Ambition
and Energy
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11. Behavioral Theories Ohio State University of Michigan
Initiating Structure
Ohio State
Consideration
Employee-Orientation
University of
Michigan
Production-Orientation
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12. Considerate versus Initiating Structure
Considerate – help with personal problems, consult subordinates, treat as equals – results in higher satisfaction, cooperation, low turnover
Initiating Structure – set deadlines, insist procedures be carefully followed, “needle” for greater effort – can lead to higher turnover, lower satisfaction
Results concerning the effect of these styles on productivity were mixed and inconsistent

13. The Managerial Grid Model
15.5
The Managerial Grid Model
High
(1,9)
(9,9) 9 8 7 6 5 4 3 2 1
Concern
for
people
Country club style
Supportive
Considerate
Team style
Super Manager
(5,5)
Middle-of-the-road style
Production
pusher
Instrumental
Impoverished style
Laissez-faire
Source: R. R. Blake, J. S. Mouton, and L. E. Greiner. Breakthrough in organization development. Harvard Business Review. November-December 1964
(1,1)
(9,1)
Low
Low
High
Concern for production
Adapted from Figure 15.2

14. Findings of the Fiedler Model
Good
Relationship-Oriented
Task-Oriented
Performance
Poor
Favorable
Moderate
Unfavorable
Category
Leader-Member
Relations
Task Structure
Position Power I
Good
High
Strong II
Weak
III
Low IV V
Poor VI
VII
VIII
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15. The Path-Goal Framework
Environmental
Contingencies
Leader
Behavior
Outcomes
Subordinate
Contingencies
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16. Path-Goal Model
Based partly on the expectancy model – leader should establish clear expectations, goals clarified and defined, satisfaction of employee’s needs contingent on performance, leader as a source of positive outcomes
Key Situational Variables
Characteristics of the subordinates – internals vs. externals, needs, abilities
Task structure – highly structures versus loosely structured

17. Path-Goal Model Leadership Styles
Supportive – leader as source of rewards – use where tasks are routine and structured and subordinates are bored and lacking rewards from job
Participative – planning, organizing done as a group – use where tasks are ambiguous and subordinates want to interact and be involved
Directive/instrumental – planning, controlling, clarification from leader – use where tasks are ambiguous and subordinates expect direction from leader
Achievement-oriented – encourage goal setting and planning by individuals – use were tasks are ambiguous, involving, challenging and subordinates are capable and achievement-oriented

18. The Managerial Grid Model
15.5
The Managerial Grid Model
High
(9,9)
(1,9)
(5,9) Participative 9 8 7 6 5 4 3 2 1
Concern
for
people
Supportive
(9,5) Achievement- Oriented
(5,5)
Instrumental
Source: R. R. Blake, J. S. Mouton, and L. E. Greiner. Breakthrough in organization development. Harvard Business Review. November-December 1964
(1,1)
(9,1)
Low
Low
High
Concern for production
Adapted from Figure 15.2

19. Dispersed Theories
Substitute Leadership:attempts to identify workplace characteristics that can substitute for leadership or neutralize efforts made by a leader
Self-Leadership: leadership that stresses the individual responsibility of employees to develop their own work priorities aligned with organizational goals
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20. Characteristics of Traditional and Self-Managing Behaviors:
Traditional Leader Behaviors
Self-Managing Leader Behaviors
Organization – Structures own and subordinates work
Encourages self-reward
Domination – Restricts or limits the discretion of individuals or groups
Encourages self-observation
Production – Sets standards for task performance
Encourages self-goal setting
Recognition – Expresses approval or disapproval of behavior
Encourages self-criticism
Integration – Promotes group cohesion and reduces group conflict
Encourages self-rehearsal
Communication – Provides, seeks, and exchanges information with group members
Acts as a role model by exhibiting appropriate behavior
Fosters the development of a culture that nourishes and supports self-leadership
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21. Exchange Theories
Transactional Leadership: leaders who use legitimate, coercive, or reward powers to elicit obedience and attempt to instill in followers the ability to question standard modes of operation
Transformational Leadership: leaders who revitalize organizations by instilling in followers the ability to question standard modes of operation
Authentic leadership: An approach that emphasizes the importance of a positive directive force, particularly in an environment of increasing complexity, change, and uncertainty
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22. Characteristics of Transactional and Transformational Leaders
Transactional Leader
Contingent reward
Management by exception (active)
Management by exception (passive)
Laissez-Faire
Transformational Leader
Charisma
Inspiration
Intellectual stimulation
Individualized consideration
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23. Applications of Management Perspectives—For the Manager
Managers should identify the theories that best fit them and their situations:
Some situations call for a strong person to guide the organization through change
Other situations may call for the dispersed leadership
Uncertainties and difficult times may best match authentic leadership
Both management and leadership skills can be positive for employees and the organization; they will also bode well for your own career.
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24. Applications of Management Perspectives—For Managing Teams
Effective teams have a shared vision and a common purpose that comes from leaders.
Leadership may come from inside the team itself.
The increasing prevalence of empowerment and self-leadership underscores the importance of team members understanding and developing leadership skills.
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25. Applications of Management Perspectives—For Individuals
Employees are more likely to succeed if they can manage themselves without relying on others to motivate them and define their tasks.
Employees can become self-leaders by:
Finding opportunities in their work environment.
Showing initiative.
Encouraging others to do their best.
Generating enthusiasm for the tasks at hand.
Individuals can apply these leadership theories to the work environments and improve performance, as well as their potential for advancement.
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