1. Management, 6e Schermerhorn
Prepared by
Cheryl Wyrick
California State Polytechnic University Pomona
John Wiley & Sons, Inc

2. COPYRIGHT
Copyright 1999 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written consent of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her owner use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, cause by the use of these programs or from the use of the information contained herein.

3. Chapter 13 Leading -- to Inspire Effort
Planning Ahead
What is leadership?
How do leaders gain and use power?
What are the important leadership traits and behaviors?
What can be learned from contingency theories of leadership?
What are current trends in leadership development?
Schermerhorn - Chapter 13

4. The Nature of Leadership
Leadership and Vision
Leadership
process of inspiring others to work hard to accomplish important tasks
Vision
someone who has a clear sense of the future
Schermerhorn - Chapter 13

5. The Nature of Leadership
Leadership and Power
Power
ability to get someone else to do what you want them to do
Schermerhorn - Chapter 13

6. The Nature of Leadership
Sources of Position Power
Reward
influence through rewards
Coercive
influence through punishment
Legitimate
influence through authority
Schermerhorn - Chapter 13

7. The Nature of Leadership
Sources of Personal Power
Expert
influence through special expertise
Referent
influence through identification
Schermerhorn - Chapter 13

8. The Nature of Leadership
Turning Power Into Influence
centrality
criticality
visibility
Schermerhorn - Chapter 13

9. The Nature of Leadership
Turning Power Into Influence
position, power, and interpersonal skills
no substitute for expertise
likable personal qualities are very important
effort and hard work breed respect
personal behavior must support expressed values
Schermerhorn - Chapter 13

10. The Nature of Leadership
Acceptance Theory of Power
the other person must
understand the directive
feel capable of carrying out the directive
feel the directive is in the organization’s best interests
believe the directive is consistent with personal values
Schermerhorn - Chapter 13

11. The Nature of Leadership
Leadership and Empowerment
benefits
allows people to act independently
manager gains power
creates positive relationships
builds reference power
Schermerhorn - Chapter 13

12. Leadership Traits and Behaviors
Search for Leadership Traits
drive
desire to lead
motivation
honesty and integrity
self-confidence
intelligence and knowledge
flexibility
Schermerhorn - Chapter 13

13. Leadership Traits and Behaviors
Focus on Leadership Behaviors
Task and People Concerns
task concern
plans and defines work to be done
assigns task responsibilities
sets clear work standards
urges task completion
monitors results
Schermerhorn - Chapter 13

14. Leadership Traits and Behaviors
Focus on Leadership Behaviors
Task and People Concerns
people concern
acts warm and supportive
develops social rapport with them
respects their feelings
sensitive to their needs
shows trust in them
Schermerhorn - Chapter 13

15. Leadership Traits and Behaviors
Focus on Leadership Behaviors
Styles
abdicative or laissez-faire
directive or autocratic
supportive or human relations
participative or democratic
Schermerhorn - Chapter 13

16. Contingency Approaches to Leadership
Fiedler’s Contingency Model
good leadership depends on a match between leadership and situational demands
least-preferred coworker scale (LPC)
Schermerhorn - Chapter 13

17. Contingency Approaches to Leadership
Fiedler’s Contingency Model
Diagnosing situational control
leader-member relations (good or poor)
degree of task structure (high or low)
amount of position (strong or weak)
Schermerhorn - Chapter 13

18. Contingency Approaches to Leadership
Fiedler’s Contingency Model
Matching leadership style and situation
task oriented leader is most successful
very favorable (high control)
very unfavorable (low control)
relationship oriented leader is most successful
moderate control situation
Schermerhorn - Chapter 13

19. Contingency Approaches to Leadership
Hersey-Blanchard Situational Leadership Model
Leaders adjust their styles depending on the readiness of their followers
readiness
how able, willing, and confident followers are to perform tasks
Schermerhorn - Chapter 13

20. Contingency Approaches to Leadership
Hersey-Blanchard Leadership Styles
Delegating
Participating
Selling
Telling
Schermerhorn - Chapter 13

21. Developments in Organization Structures
Network Structures
central core that is linked through networks of relationships with outside suppliers of essential services
boundaryless organizations
virtual corporations
Schermerhorn - Chapter 13

22. Contingency Approaches to Leadership
Matching Hersey-Blanchard Leadership Styles to Follower Readiness
Delegating = high readiness
Participating = moderate to high readiness
Selling = low to moderate readiness
Telling = low readiness
Schermerhorn - Chapter 13

23. Contingency Approaches to Leadership
House’s Path-Goal Leadership Theory
directive
supportive
achievement-oriented
participative
Schermerhorn - Chapter 13

24. Contingency Approaches to Leadership
Substitutes for Leadership
Subordinate characteristics
Task characteristics
Organizational characteristics
Schermerhorn - Chapter 13

25. Contingency Approaches to Leadership
Vroom-Jago Leader-Participation Theory
Choosing the best decision-making method
authority
consultative
group
Schermerhorn - Chapter 13

26. Contingency Approaches to Leadership
Vroom-Jago Leader-Participation Theory
Effective Leadership
know when each decision method is best
be able to implement well
Schermerhorn - Chapter 13

27. Contingency Approaches to Leadership
Vroom-Jago Leader-Participation Theory
Use group-oriented decision-making when
leaders lack sufficient information
problem is unclear
acceptance of decision by others is important
adequate time is available
Schermerhorn - Chapter 13

28. Contingency Approaches to Leadership
Vroom-Jago Leader-Participation Theory
Use authority-oriented decision-making when
leaders have expertise to solve problem
leader is confident and capable of acting alone
others are likely to accept the decision
little or no time available for discussion
Schermerhorn - Chapter 13

29. Trends in Leadership Development
What is Transformational Leadership?
Use of charisma and related qualities to raise aspirations and shift people and organizational systems into new high-performance patterns
Schermerhorn - Chapter 13

30. Trends in Leadership Development
Transactional Leadership
Use of tasks, rewards and structures to help followers meet their needs while working to accomplish organizational objectives
Schermerhorn - Chapter 13

31. Trends in Leadership Development
Qualities of Transformational Leaders
vision
charisma
symbolism
empowerment
intellectual stimulation
integrity
Schermerhorn - Chapter 13

32. Trends in Leadership Development
Gender and Leadership
Women may be more prone to democratic and participative behaviors
Men may be more transactional
Schermerhorn - Chapter 13

33. Trends in Leadership Development
“Good Old-Fashioned” Leadership
define and establish a sense of mission
accept leadership as responsibility rather than rank
earn and keep trust of others
Schermerhorn - Chapter 13

34. Trends in Leadership Development
Ethical Aspects of Leadership
responsibility to set high ethical standards
obligation to supply necessary spark to awaken potential
high expectations tend to generate high performance
Schermerhorn - Chapter 13