1. Chapter 13 Managers as Leaders

2. Learning Objectives Define leadership in a global context
Explain how managers gain or lose authority in teams and organizations
Distinguish among four basic types of leaders
Demonstrate the progression of leadership thought and practice over time
Appraise new and emerging leadership perspectives
- 2
13- 2
13- 2
13- 2
Management 1e
Management 1e
Management 1e
Management 1e
Management 1e

3. Managers as Leaders (p. 326)
Leadership
Process of influence aimed at directing behavior toward the accomplishment of objectives
Leaders – people who use critical thinking to successfully influence others to get positive organizational results through motivation and communication
Leadership in a global economy
Modality of communication has had a significant impact on leadership styles and behavior
Globalized companies affected by external forces that can significantly change management challenges
13- 3
13- 3
Management 1e
Management 1e
Management 1e

4. How Leaders Gain Authority (p. 329)
Power
Ability to influence
Leaders may be given power or earn it
Positional power – influence that is granted because of a manager’s type and ability to affect someone positively or negatively through resource allocation or disciplinary measures
Personal power – influence that is obtained by being perceived as likeable and well informed
13- 4
13- 4
Management 1e
Management 1e
Management 1e

5. How Leaders Gain Authority (cont.)
Positional power (p. 329)
Legitimate power – influence that a manager has because of his or her title inside an organization or status in a community
Reward power – influential ability to affect a team member positively through resources, preferred schedules, and additional status
Coercive power – influential ability to influence people through the threat of or actual negative consequences for undesired actions
13- 5
13- 5
Management 1e
Management 1e
Management 1e

6. How Leaders Gain Authority (cont.)
Personal power (p. 329)
Referent power – influence that is based on a manager’s appealing traits or resources, such as charisma or the ability to offer an employee a promotion
Expert power – influence that is derived from perceived knowledge, skill, or competence
E.g., a manager that is skilled in computer programming has expert power with a software development team
13- 6
13- 6
Management 1e
Management 1e
Management 1e

7. Types of Leaders (p. 330) Directive leadership
Involves providing specific, task-focused directions, giving commands, assigning goals, close supervision, and constant follow-up
Influence based on position or legitimate power
Transactional leadership
Creates reward contingencies and exchange relationships that result in calculative compliance on the part of followers
Provides rewards or punishments for performance
13- 7
13- 7
Management 1e
Management 1e
Management 1e

8. Types of Leaders (cont.)
Transformational leadership (p. 330)
Creating and communicating a higher-level vision in a charismatic way that elicits an emotional response and commitment from the followers
Empowering leadership
Emphasizes employee self-influence processes rather than hierarchical control processes
Actively encourages followers to take ownership of their own behaviors and work processes
“Leading others to lead themselves”
13- 8
13- 8
Management 1e
Management 1e
Management 1e

9. The Evolution of Leadership (p. 332)
Trait perspective
System of ideas that focuses on identifying effective leaders through personal characteristics that are difficult to obtain or cannot be learned
Great Man Leaders – persons born into positions of power and authority and seen by some as having divine right to power (p. 333)
Males were the predominant leaders throughout history
Women are assuming more formal leadership roles throughout society
13- 9
13- 9
Management 1e
Management 1e
Management 1e

10. The Evolution of Leadership (cont.)
Traits of women leaders
Figure 13.1
Management 1e
Management 1e
Management 1e

11. The Evolution of Leadership (cont.)
Major leadership traits
Figure 13.2
Management 1e
Management 1e
Management 1e

12. The Evolution of Leadership (cont.)
Trait perspective (cont.)
Emotional intelligence (EI) – four major emotional factors drive leadership performance (p. 333)
Self-awareness
Self-management
Social awareness
Relationship management
Management 1e
Management 1e

13. The Evolution of Leadership (cont.)
Behavioral perspective (p. 334)
Connects what managers do to their ability to influence others
Task behaviors – help team members achieve goals
Relationship behaviors – enable team members to be satisfied with one another and their situation
Ohio State studies
Leader Behavior Description Questionnaire
Consideration – nurture employees
Initiating structure – focused on achieving tasks
Management 1e
Management 1e

14. The Evolution of Leadership (cont.)
Behavioral perspective (cont.)
Michigan studies (p. 334)
Employee oriented – focus on building interpersonal relationships
More effective leader behavior
Production oriented – focus on task completion
Managerial Grid (p. 335) – demonstrates how managers balance their concerns for results and people
Plots a leader’s intensity for results and people on 9-point scales
Defines five major leadership styles
Management 1e
Management 1e

15. The Evolution of Leadership (cont.)
Managerial
Grid
Figure 13.3
Management 1e
Management 1e

16. The Evolution of Leadership (cont.)
Contingency perspective (p. 336)
Rejects the notion that there is one best way to lead
Fiedler’s contingency theory – matches the most suitable leadership style with a particular business situation
Least preferred coworker scale – defines leadership style
High scorers are relationship motivated
Low scorers are task motivated
Leadership situation defined by:
Leader-member relations
Task structure
Position power
Management 1e
Management 1e

17. The Evolution of Leadership (cont.)
Fiedler’s contingency model
Figure 13.4
Management 1e
Management 1e

18. The Evolution of Leadership (cont.)
Figure 13.5
Management 1e
Management 1e

19. The Evolution of Leadership (cont.)
Contingency perspective (cont.)
Situational leadership model (p. 338)
Directive behavior – enables the team to achieve goals through clear directions, planning tasks, organizing and prioritizing team member actions, and defining a foreseeable path to success
Supportive behavior – encourages positive interpersonal relationships and ensures that team members are comfortable with current circumstances
Employees’ competence and commitment to achieving a goal determine the appropriate emphasis on directive and supportive behaviors
Management 1e
Management 1e

20. The Evolution of Leadership (cont.)
Situational
leadership
model
Figure 13.6
Management 1e
Management 1e

21. The Evolution of Leadership (cont.)
Contingency perspective (cont.)
Path-goal theory – focuses on leadership behaviors that motivate a team through clarification, support, and removal of barriers in pursuit of a goal (p. 338)
Four categories of leader behavior
Directive Participative
Supportive Achievement oriented
Team member characteristics determine how leader is perceived by the team
Need for affiliation Desire for control
Preference for structure Self-perceived level of ability
Task characteristics also influence the team’s motivation
Task design Group norms
System authority
Management 1e
Management 1e

22. The Evolution of Leadership (cont.)
Path-goal theory model
Figure 13.7
Management 1e
Management 1e

23. The Evolution of Leadership (cont.)
Path-goal theory motivation factors
Figure 13.8
Management 1e
Management 1e

24. The Evolution of Leadership (cont.)
Path-goal theory model
Management 1e
Management 1e

25. The Evolution of Leadership (cont.)
Contemporary perspectives on leadership (p. 341)
Transformational leaders – uplift and inspire their followers to higher levels of motivation and commitment achieved by:
Idealized influence (charisma) and inspiration
Intellectual stimulation
Individualized consideration
Charismatic leadership – ability to motivate employees to exceed expected performance through a leaders inspiring behavior
Pseudotransformational leaders – although effective, their primary aim and goals are to seek personal power and wealth or cause harm to others
Management 1e
Management 1e

26. The Evolution of Leadership (cont.)
Contemporary perspectives on leadership (cont.)
Empowering leadership – encourages followers to take greater responsibility for their behavior (p. 341)
Particularly appropriate in today’s dynamic and decentralized organizations
Empowerment
methods
Management 1e
Management 1e

27. The Evolution of Leadership (cont.)
Contemporary perspectives on leadership (cont.)
Self-leadership – process through which people influence themselves to achieve the self-direction and self-motivation necessary to perform (p. 342)
Behavior-focused strategies
Natural reward strategies
Constructive thought strategies
Management 1e

28. Beyond Traditional Leadership (p. 342)
Servant leader
Focuses on the needs, objectives, and aspirations of team members to help them achieve organizational goals
Ideally suited to the service industry
Shared leadership (p. 343)
Collaborative process in which team members share key leadership roles
Generally involves employees engaging in effective self-leadership and responsible followership
Authentic leadership
Encourages positive psychological capacities, an ethical climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development
Management 1e

29. Copyright
Copyright © 2014 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information herein.
- 29
Management 1e
Management 1e
Management 1e
Management 1e
Management 1e
Management 1e