1. CHAPTER 10
Leadership

2. Different paths to becoming a leader
In work settings, formal leaders are generally appointed
In other settings, formal leaders are generally elected
In less formal settings, leaders often emerge
Important issues in leadership research
Who becomes a leader?
Leadership styles
Leader effectiveness
New directions in leadership

3. Who becomes a leader? Are certain people “born” to be leaders?
The trait approach: leaders are born (the great person theory)
Contrary to the trait approach prediction, with the arguable exception of traits such as energy and ambition, leaders do not all share the same traits
high need for power, low need for affiliation
high need for achievement
self-confidence
charisma
However, many different combinations of traits can be found in different leaders

4. Who becomes a leader? It depends on the situation.
The situational approach: situations “call out” leaders
Situations require certain skills, expertise, and competencies
The person(s) who possess the requisite attributes will emerge as the leader(s) (e.g., The Admirable Crichton)
To continue as a situational leader, the leader must be adaptable and innovative

5. The Admirable Crichton

6. The Admirable Crichton

7. Who becomes a leader? It depends on the situation.
The situational approach: situations “call out” leaders
Situations require certain skills, expertise, and competencies
The person(s) who possess the requisite attributes will emerge as the leader(s) (e.g., The Admirable Crichton)
To continue as a situational leader, the leader must be adaptable and innovative

8. Who becomes a leader? The interactionist approach
Both leader characteristics and situational requirements play a role
Under the right circumstances, just about anyone might be the best leader
This approach has the advantages of being more accurate and more optimistic than the two previous approaches, although it is also more complex.
Implication for career planning: find a profession that is a good match to your skills, experience, and personality traits, so that you are more likely to emerge as a leader.

9. Gender and leadership Why are women underrepresented as leaders?
Women might be more interested in jobs than in careers.
Women might still choose gender-typed occupations.
Selection procedures might direct women into entry-level positions.
Women in male-typed jobs might receive more negative evaluations.
Lack of female colleagues might reduce networking.
Women might have lower job aspirations.
Home and child care responsibilities might inhibit career commitment.

10. Gender and leadership
Societal stereotypes have traditionally limited women’s leadership opportunities
Stereotypically masculine attributes such as being assertive, decisive, task-oriented and directive are usually seen as being more consistent with leadership prototypes than stereotypically feminine attributes are.
Studies show that members of both genders express a stereotyped preference for male bosses.
This preference appears to be unjustified, because there is no convincing evidence that, in general, men are better leaders than women.

11. Minority group membership and leadership
Some survey findings indicate that minority group members hold less than 10% of all management positions
Possible reasons for this outcome
Discrimination in hiring, training, mentoring, and promotion
The existence of “old boy” networks
Fewer mentoring opportunities
Possible solutions to this problem
Affirmative action and anti-discrimination legislation
Targeted training and mentoring activities

12. Leadership styles
Person-oriented versus production-oriented leaders: showing consideration versus initiating structure
Impoverished management style
Task management style
Country-club management style
Middle-of-the-road management style
Team management style
Performance-oriented versus maintenance-oriented styles (Misumi et al.)

14. Leadership styles Gender and leadership style
Agentic versus communal orientation
Degree of emphasis on participation and collaboration (building relationships, sharing information, fostering an atmosphere of inclusion)
Cultural differences in leadership styles
Germany: more task-oriented
United States: more person-oriented
India: even more person-oriented (family model)

15. Leader effectiveness: who succeeds and who fails?
Fiedler’s contingency model: matching leaders and tasks
Low LPC versus high LPC leaders
Low LPC leaders are more effective under low or high situational control
High LPC leaders are more effective under moderate situational control
Tests of the theory have produced mixed results, in part perhaps because situational control is difficult to measure.

17. Leader effectiveness: who succeeds and who fails?
Transactional leadership (“Let’s make a deal.”)
Control of rewards
Setting difficult but achievable goals
Persuading subordinates to accept them
Charismatic or transformational leadership (“Let me inspire you.”)
A clear vision and a plan for getting there
Relating this vision to followers’ needs and values
Using innovative ways to achieve the goals
Willingness to take risks and make sacrifices
Sensitivity to needs and feelings of others
Personal charisma, self-confidence, high energy level

18. New directions in leadership
Teamwork: sharing the leadership responsibility
Participative management: commitment, morale, profit
Effective delegation of power and responsibility
Empowerment
Leadership and the new technology
Leadership development
360 degree feedback
Leadership coaches
Action learning programs
Formal leadership programs
On-the-job development

19. New directions in leadership
Leadership development
Developing a clear and compelling vision
Being perceived as trustworthy and competent
Inspiring followers through example
Using the resources of followers effectively
Self-leadership
Three types of development strategies: work context strategies, task performance strategies, thought self-leadership strategies
Leadership versus management