1. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 17 Leadership

2. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Define leadership, indicate the difference between leadership and management, and identify the challenges of leadership. Name and describe several types of power, including their uses, limits, and outcomes. Briefly discuss the trait approach to the study of leadership.

3. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Discuss leadership behaviors, and compare and contrast the Michigan and Ohio State studies. Describe several situational approaches to leadership, including the LPC model, the path-goal model, the participation model, and an integrative framework for these models.

4. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Discuss such contemporary perspectives on leadership as charismatic, transformational, and symbolic leadership; and substitutes and neutralizers of leadership.

5. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Nature of Leadership Leadership Versus Management – Leadership: influence process directed at shaping behavior of others. – People can be leaders without being managers; managers without being leaders; both managers and leaders at same time. – People who are both leaders and managers valuable resources. See Table 17.1: Differences Between Management and Leadership.

6. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Nature of Leadership The Challenges of Leadership – Multiple constituencies: leader attempts to deal with several different people and groups at same time in a way acceptable to every party. – Leaders must occasionally make decisions that are unpopular. – Diversity: managers and leaders becoming more diverse and are having to deal with groups composed of more diverse members.

7. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Power and Leadership Types of Power – Legitimate: power created and conveyed by organization; same as authority. – Reward: power to grant and withhold various kinds of rewards. – Coercive: power to force compliance through psychological, emotional, or physical threat.

8. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Power and Leadership Types of Power – Expert: power based on knowledge and expertise. – Referent: power that sets leaders apart from nonleaders. – Most leaders use several different bases of power at same time.

9. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Power and Leadership Uses, Limits, and Outcomes of Power – Uses of power Legitimate request Instrumental compliance Coercion Rational persuasion Personal identification and inspirational appeals Distort information

10. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Power and Leadership Uses, Limits, and Outcomes of Power – Limits and outcomes of power People influenced only up to a point. Willingness to follow someone may be short-lived. When person in charge attempts to influence group members, members respond in one of three ways: commitment, compliance, resistance. See Table 17.2: Outcomes of the Uses of Power.

11. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Traits Traits ineffective predictors of leadership. – List of characteristics grew to unmanageable lengths. – List of exceptions as long as list of leaders who possessed each trait.

12. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Behaviors The Michigan Studies – Job-centered behavior: close supervision to monitor and control performance of those reporting to him or her. – Employee-centered behavior: focuses on reaching high levels of performance by building sense of team spirit through human element of workplace. – Leaders job centered or employee centered, but not both.

13. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Behaviors The Ohio State Studies – Initiating structure behavior: similar but not identical to job-centered behavior, focuses on getting job done. – Consideration behavior: employee satisfaction and friendliness. – Leader behavior identified independent.

14. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Behaviors A Contemporary View – Giving-Seeking Information: monitoring and informing behaviors. – Making Decisions: planning, organizing, delegating, problem solving. – Influencing People: motivating and rewarding behaviors. – Building Relationships: team building, networking, managing conflict.

15. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Situational Approaches

16. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Situational Approaches The LPC Model – LPC: least preferred coworker. – Task-oriented style: similar to earlier job-centered and initiating structure behaviors. – Relationship-oriented style: like employee-centered and consideration behaviors. – Sees appropriate leadership behavior as a function of favorableness of situation.

17. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Situational Approaches The LPC Model – Leader-member relations: relationship between leader and members of group. – Task structure: degree to which group’s task well defined and understood by everyone. – Position power: power vested in leader’s position. – Leadership styles combine with situation to determine group effectiveness.

18. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Situational Approaches The Path-Goal Model – Purpose of leadership in organizational settings is to clarify for members paths to desired goals. – Directive, supportive, participative leadership. – Situational factors: group members’ personal characteristics and environmental characteristics. – Leader needs to use common sense. – Leader’s style flexible.

19. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Situational Approaches The Participation Model – See Table 17.3: The Participation Model of Leadership. – Degrees of participation or leader behaviors: Decide Consult (individual) Consult (group) Facilitate Delegate

20. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Situational Approaches An Integrative Framework – Major factors: power, traits, behavior, situations. – Leadership is a complex phenomenon. – All approaches have merit; complementary rather than contradictory. – Introduces issue of criteria.

21. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Other Contemporary Perspectives Charismatic Leadership – Charisma: intangible attribute in leader’s personality that inspires loyalty and enthusiasm. Transformational/Entrepreneurial Leadership – Some managers always at forefront of innovation and vision in shaping organizations for future. Symbolic Leadership/Impression Management – Leadership that establishes and maintains strong organizational culture.

22. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Other Contemporary Perspectives Substitutes and Neutralizers – Leadership does not seem to be necessary. Leader-Member Exchange Approach (LMX) – Recognizes superior-subordinate pairs or vertical-dyads as crucial in leadership.

23. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Development Senior manager mentors junior person. Books provide insights. Professional organizations and consulting groups: leadership training programs. Colleges and universities: formal courses and extension or executive education programs. Computer simulation.

24. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Leadership: influence process directed at shaping behavior of others. Types of power: legitimate, reward, coercive, expert, referent. Leadership traits: characteristics of leaders that set them apart from followers. Michigan studies: job-centered and employee- centered behaviors. Ohio State studies: initiating structure and consideration behaviors.

25. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Situational approaches to leadership attempt to define circumstances in which one form of leadership more appropriate than another. – LPC model – Path-goal model – Participation model – Framework Senior managers and leadership training can help some employees become leaders.