1. Leadership Chapter 12 McGraw-Hill/Irwin
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

2. Leadership Leader One who influences others to attain goals.
The greater the number of followers, the greater the influence

3. Key Leadership Behaviors
Challenge the process
Inspire a shared vision
Enable others to act
Model the way
Encourage the heart
two perspectives—what people want and what organizations need—are
neatly combined in a set of five key behaviors identified by James Kouzes and Barry
Posner, two well–known authors and consultants. 9 The best leaders
1. Challenge the process. They challenge conventional beliefs and practices, and
they create change.
2. Inspire a shared vision. They appeal to people’s values and motivate them to care
about an important mission.
3. Enable others to act. They give people access to information and give them the
power to perform to their full potential.
4. Model the way. They don’t just tell people what to do, they are living examples
of the ideals they believe in.
5. Encourage the heart. They show appreciation, provide rewards, and use various
approaches to motivate people in positive ways.

4. Vision
Vision
A mental image of a possible and desirable future state of the organization.

5. Leading and Managing Supervisory leadership Strategic leadership
Behavior that provides guidance, support, and corrective feedback for day-to-day activities.
Strategic leadership
Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future.

6. Power and Leadership
Power
The ability to influence others.

7. Sources of Power Legitimate Coercive Reward Expert Referent
The leader with legitimate power has the right, or the authority,
to tell others what to do;
The leader who has reward power influences others because she
controls valued rewards
The leader with referent power has personal characteristics that
appeal to others;
The leader with coercive power has control over punishments;
people comply to avoid those punishments
The leader who has expert power has certain expertise or knowledge;

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

9. Sources of Power Individual Sources Group Sources
Expertise – expert power
Interest and tenure
Personal characteristics – referent/charismatic power
Group Sources
Coalitions

10. Traditional Approaches to Understanding Leadership
Trait approach
A leadership perspective that attempts to determine the personal characteristics that great leaders share

11. Useful Leadership Characteristics
Drive
Leadership Motivation
Integrity
Self Confidence
Knowledge of the Business

12. Leader Behaviors Behavioral approach
A leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit.

13. Leader Behaviors Task performance behaviors
Actions taken to ensure that the work group or organization reaches its goals.

14. Group Maintenance Group maintenance behaviors
Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group
Leader-Member Exchange (LMX) theory
Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

15. Questions Assessing Task Performance and Group Maintenance Leadership
Table 12.1

16. Participation in Decision Making
Autocratic leadership
A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group
Democratic leadership
A form of leadership in which the leader solicits input from subordinates.

17. Participation in Decision Making
Laissez-faire leadership philosophy
characterized by an absence of managerial decision making.

18. Leadership Grid
Figure 12.2

19. Situational Approaches to Leadership
Leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.

20. Fiedler’s Contingency Model
Fiedler’s contingency model of leadership effectiveness
A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

21. Fiedler’s Analysis of Situations
Figure 12.4

22. Fiedler’s Contingency Model
Task-motivated leadership
Leadership that places primary emphasis on completing a task.
Relationship-motivated leadership
Leadership that places primary emphasis on maintaining good interpersonal relationships.

23. Path-Goal Theory Path-goal theory
A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

24. The Path-Goal Framework
Figure 12.5

25. 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

26. The Managerial Grid Model
15.5
The Managerial Grid Model
High
(1,9)
(9,9)
(5,9) Participative 9 8 7 6 5 4 3 2 1
Supportive
Concern
for
people
(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

27. Substitutes for Leadership
Factors in the workplace that can exert the same influence on employees as leaders would provide.

28. Contemporary Perspectives on Leadership
Charismatic leader
A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.

29. Contemporary Perspectives on Leadership
Transformational leader
A leader who motivates people to transcend their personal interests for the good of the group.
Transactional leaders
Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.

30. Authenticity Authentic leadership Pseudo-transformational leaders
A style in which the leader is true to himself or herself while leading
Pseudo-transformational leaders
Leaders who talk about positive change but allow their self-interest to take precedence over followers’ needs