1. Leadership I: Basic Concepts and Processes
Chapter 10
Hitt
Black
Porter
Leadership I: Basic Concepts and Processes
m a n a g e m e n t

2. Learning Objectives
After studying this chapter, you should be able to:
Describe the fundamental nature of leadership as part of the managerial role.
Identify the different types and sources of power available to a leader.
Analyze the issues involved in the use of power.

3. Learning Objectives
After studying this chapter, you should be able to:
Explain the current view of the importance of leadership traits and skills.
Discuss the utility of the two major categories of leader behavior.
Analyze the importance and nature of the leader-follower relationship.

4. Learning Objectives
After studying this chapter, you should be able to:
Describe how different situations affect the leadership process

5. Strategic Leadership Strategic leadership
Thinking and acting strategically while working with others to create a viable future for the organization
Anticipate events (analyze the external environment)
Envision the organization’s future (analyze the internal resources and develop a vision for the organization or some unit within it)
Remain flexible in order to adapt to conditions as they change

6. What is Leadership? Organizational leadership
Social influence process
Attempts to influence other people in attaining some goal
Positions labeled as management or supervision have more opportunities to exercise influence

7. What is Leadership? Effective leadership
Influence that assists a group or an organization in meeting its goals and objectives and performing successfully
Enabling behavior
Helps other people accomplish more than if there had been no such leadership

8. Leadership and Power Power The capacity or ability to influence
Greater power leads to greater capacity to influence
Can be used to overcome resistance
Abuse of power can lead to undesirable or negative consequences
Skillful use of power may produce positive outcomes

9. Types and Sources of Power
Position power
Based on a manager's rank in an organizational structure
Given to the manager by superiors
Personal power
Based on a person's individual characteristics
Stay with the individual regardless of his or her position in the organizational structure

10. Types of Power Position Powers Personal Powers
Legitimate—How much authority does the organization give to your position?
Expert—Do you have knowledge that others need?
Referent—Do others respect you and want to be like you?
Reward—Are you able to give others the rewards they want?
Coercive—Are you able to punish others or withhold rewards?
Adapted from Exhibit 10.1: Types of Power

11. Four Key Issues in Using Power
How much power should be used?
Should power
be shared?
Which types of power should be used?
How can power
be put to use?
Adapted from Exhibit 10.2: Four Key Issues in Using Power

12. Types of Influence Tactics
Rational Persuasion: The agent uses logical arguments and factual evidence to show a proposal or request is feasible and relevant for attaining important task objectives.
Apprising: The agent explains how carrying out a request or supporting a proposal will benefit the target personally or help advance the target person’s career.
Inspirational Appeals: The agent makes an appeal to values and ideals or seeks to arouse the target person’s emotions to gain commitment for a request or proposal.
Adapted from Exhibit 10.3: Types of Influence Tactics

13. Types of Influence Tactics
Consultation: The agent encourages the target to suggest improvements in a proposal or to help plan an activity or change for which the target person’s support and assistance are desired.
Exchange: The agent offers an incentive, suggests an exchange of favors, or indicates willingness to reciprocate at a later time if the target will do what the agent requests.
Collaboration: The agent offers to provide relevant resources and assistance if the target will carry out a request or approve a proposed change.
Adapted from Exhibit 10.3: Types of Influence Tactics

14. Types of Influence Tactics
Personal Appeals: The agent asks the target to carry out a request or support a proposal out of friendship, or asks for a personal favor before saying what it is.
Ingratiation: The agent uses praise and flattery before or during an influence attempt or expresses confidence in the target’s ability to carry out a difficult request.
Legitimating Tactics: The agent seeks to establish the legitimacy of a request or to verify authority to make it by referring to rules, formal policies, or official documents.
Adapted from Exhibit 10.3: Types of Influence Tactics

15. Types of Influence Tactics
Pressure: The agent uses demands, threats, frequent checking, or persistent reminders to influence the target person.
Coalition Tactics: The agent seeks the aid of others to persuade the target to do something or uses the support of others as a reason for the target to agree.
Source: G. Yukl, Leadership in Organizations (Upper Saddle River, NJ: Prentice Hall, 2002), p. 160.
Adapted from Exhibit 10.3: Types of Influence Tactics

16. Should Power be Shared? Empowerment in organizations
Those higher in the formal structure provide more power—especially decision making—to those lower in the structure
Delegating formal authority to make specific decisions
Training to develop expertise and self confidence
Providing resources and access to information
Avoiding sudden withdrawal of shared power

17. Locus of Leadership Three Leadership Variables Locus of Leadership
Situation
Followers
Locus Of
Leadership
Three Leadership Variables
The leader
The situation
The followers
Locus of Leadership
Where the three variables intersect
Adapted from Exhibit 10.4: Locus of Leadership: Intersection of the Basic Components of the Leadership Process

18. Three Leadership Variables
1. The Leader
Leaders’ traits
Drive
Motivation to lead
Honesty/Integrity
Self-confidence
Emotional maturity

19. Leaders’ Traits Leader Emotional maturity Drive
Achievement, ambition, energy, tenacity, initiative
Emotional maturity
Even tempered, calm under stress, unself-centered, nondefensive
Motivation to Lead
Desire to influence others, comfortable using power
Honesty and Integrity
Trustworthy, open, forthright
Leader
Self-confidence
Set high goals for self and others, optimistic about overcoming obstacles (if taken to extreme, can lead to arrogance and sense of infallibility)
Adapted from Exhibit 10.5: Leaders’ Traits

20. Three Leadership Variables
1. The Leader
Leaders’ skills and competencies
Technical
Interpersonal
Conceptual
Emotional intelligence
Social intelligence
Leaders’ behaviors

21. Components of Emotional and Social Intelligence
Emotional Intelligence
Self-Awareness
Self-Regulation
Empathy
Social Skill
Social Intelligence
Social Perceptiveness
Behavioral Flexibility
“Savvy”
Adapted from Exhibit 10.6: Components of Emotional and Social Intelligence

22. Leaders’ Behaviors Task Behaviors (Initiating Structure)
Specifies roles and’ tasks
Schedules work
Sets performance standards
Develops procedures
People Behaviors (Consideration)
Is friendly
Is supportive
Shows trust and confidence in subordinates
Shows concern for subordinates’ welfare
Gives recognition to subordinates for their accomplishments
Adapted from Exhibit 10.7: Leaders’ Behaviors

23. Three Leadership Variables
2. The Followers
Followers’ characteristics
Personality traits
Past experiences
Beliefs and attitudes
Skills and abilities
Followers’ behavior
Leader-follower relationship

24. Leader-Member Relationships
Relationship characteristics
Relationship stage acquaintance
Stranger
Maturity
Role-making
Medium
Limited
Relationship-building phase
Quality of leader-member exchange
Amounts of reciprocal influence
Focus of interest
Role-finding
Low
None
Self
Role implementation
High
Almost unlimited
Team
Time
Adapted from Exhibit 10.8: Development of leader-Member Relationships over Time

25. Three Leadership Variables
3. The Situation
Tasks to be performed
Task structure
Level of worker discretion
Organizational context
Fundamental culture of the organization
Organizational structure
Human resource policies
Pattern of organizational controls