1. Dynamics of Leadership
Chapter 15
Dynamics of Leadership
Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002

2. Learning Objectives After reading this chapter, you should be able to:
15.1
Learning Objectives
After reading this chapter, you should be able to:
State the types of power and their use by leaders
Describe the personal traits associated with effective leaders
Explain the behaviors of effective and ineffective leaders
Identify contingencies that may be important to the effectiveness of a leader
State the key characteristics of transformational leaders
Describe how organizations develop leaders

3. Consequences of Using 5 Types of Power
15.2
Consequences of Using 5 Types of Power
Type of power used by leader
Most likely response from followers
Expert
Referent
Reward
Legitimate
Coercive
Commitment
Compliance
Resistance
Adapted from Figure 15.1

4. Emotional Intelligence Traits
15.3
Emotional Intelligence Traits
Self-monitoring
The ability to see the impact one has on people and to adapt
Confidence
The ability to recognize and appreciate one’s own strengths and those of others
Self-control
The ability to rein in one’s ego and desire for personal dominance
Genuineness
The ability to respect, and project, one’s authority
Empathy
The ability to understand, and work with, the needs and motivations of others
Ownership
The ability to accept responsibility for one’s actions and their consequences

5. Comparison of Theory X and Y Assumptions
15.4
Comparison of Theory X and Y Assumptions X Y
The typical employee dislikes work and will avoid it if possible
Employees want direction whenever possible
Managers must coerce employees to get them to work
People like to work
Employees who are committed to the company’s objective will exercise self-control
Employees learn to accept and even seek responsibility at work

6. 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
Team style
(5,5)
Middle-of-the-road style
Produce or
perish style
Impoverished style
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

7. Hersey and Blanchard’s Situational Leadership Model
15.6
Hersey and Blanchard’s Situational Leadership Model
SITUATIONAL LEADERSHIP Leader Behaviors
High
High Relationship and Low Task
High Task and High Relationship S E L
SUPPORTING L I N G S3 S2
(Supportive Behavior)
Relationship Behavior
Source: Hersey, P., and Blanchard, K.H. Management of Organizational Behavior: Utilizing Human Resources, 6th ed. Englewood Cliffs, N.J.: Prentice-Hall, Used by permission from Ronald Campbell, President, Leadership Studies, Escondido, California, 1995. S4 S1 G N I T A
Low Relationship and Low Task
High Task and Low
Relationship G T E E L L L E I D N G
Low
Low
High
Task Behavior
(Directive Behavior)
High
Moderate
Low
Mature
Immature R4 R3 R2 R1
Follower Readiness
Adapted from Figure 15.3

8. Vroom-Jago Time-Driven Leadership Model
15.7
Vroom-Jago Time-Driven Leadership Model
Contingency Variables
Decision significance
Importance of commitment
Leader expertise
Likelihood of commitment
Team support
Team expertise
Team competence
Leadership Styles
Decide style
Consult individually style
Consult team style
Facilitate style
Delegate style

9. Common Characteristics of Transformational Leaders
15.8
Common Characteristics of Transformational Leaders
Visionary
Confident
Inspirational
Transformational Leaders
Trustworthy
Thoughtful
Considerate
Adapted from Figure 15.4

10. Leadership Development
15.9
Leadership Development
On-the-Job Learning
Assessment and Training
Coaching and Mentoring