1. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-1 Chapter 7 Leadership

2. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-2 THE NATURE OF LEADERSHIP Leadership Management and Leadership Traits of Effective Leaders Leadership Behavior Technical Skill Human Skill Conceptual Skill Situational Aspects Followership

3. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-3 BEHAVIORAL APPROACHES TO LEADERSHIP STYLE Leadership style Positive and Negative Leaders Autocratic, Consultative, & Participative Leaders Leader Use of Consideration and Structure Blake and Mouton’s Managerial Grid

4. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-4 BEHAVIORAL APPROACHES TO LEADERSHIP STYLE Figure 7-3 The managerial grid Concern for people Concern for production 1,9 Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. 9,9 Work accomplishment is from committed people. Interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. 5,5 Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 1,1 Exertion of minimum effort to get work done is appropriate to sustain organization membership. 9,1 Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

5. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-5 CONTINGENCY APPROACHES TO LEADERSHIP STYLE Fiedler's Contingency Model Leader-member relations Task structure Leader position power Hersey & Blanchards Situational Leadership Model Situational leadership model Development level

6. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-6 CONTINGENCY APPROACHES TO LEADERSHIP STYLE Figure 7-5 Situational leadership recommendations for leadership style to be used with each development level

7. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-7 CONTINGENCY APPROACHES TO LEADERSHIP STYLE Path-Goal Model of Leadership Path-goal leadership Goal Setting Path Improvement Task support Psychological support

8. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-8 CONTINGENCY APPROACHES TO LEADERSHIP STYLE Path-Goal Model of Leadership (con’t) Leadership Styles Contingency Factors Locus of control Willingness to accept the influence of others Self-perceived task ability

9. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-9 CONTINGENCY APPROACHES TO LEADERSHIP STYLE Vroom’s Decision-Making Model Problem Attributes Leadership Options -Autocratic I -Autocratic II -Consultive I -Consultive II -Group II

10. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-10 EMERGING APPROACHES TO LEADERSHIP Substitutes and Enhancers for Leadership Neutralizers Self Leadership and Superleadership Coaching Other Approaches

11. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-11 Questions