1. Fundamentals of Leadership
Chapter 9
Fundamentals of Leadership

2. Learning Objectives
Describe the leadership and personal characteristics related to managerial effectiveness.
Compare and contrast Theory X and Theory Y.
Distinguish among four styles of leadership behavior.
Explain the concept of “self-leaders” and the basic rules of behavior.
Describe the two major dimensions of leadership.
Distinguish among the contingency leadership approaches

3. Learning Objectives (contd.)
Describe the leader in the twenty-first century.
Discuss emerging leadership challenges.
Identify ways of developing internal leaders and dealing with high-potential employees who have bad work habits.

4. The Nature of Leadership
Leadership is the process of influencing people to direct their efforts toward particular goals
Leadership characteristics are those possessed by effective leaders and include drive, originality, persistence, and tolerance of stress
Personal characteristics are personal attributes often possessed by effective leaders and include superior mental ability, emotional maturity, and problems-solving skills

5. Table 9.1 Summary of Leadership Skills
Stogdill’s Task-Related Characteristics
Stogdill’s Social Characteristics
Gallup Organization’s Leadership Talents
Initiative
Need to excel or achieve
Task orientation
Drive for responsibility
Responsibility in pursuit of objectives
Administrative ability
Interpersonal skills
Tact and diplomacy
Ability to enlist cooperation
Social participation
Cooperativeness
Attractiveness
Goal orientation
Energy
Ability to help people grow
A desire to win
Willingness to accept challenge

6. Theory X and Theory Y Theory X holds that people are basically lazy
Theory Y holds that, under the right conditions, people will work

7. Figure 9.2 Continuum of Leadership Behavior
Task Oriented
People-Oriented
Authoritarian
On this end, subordinate’s input is small or not wanted
Paternalistic Participative
Laissez-Faire
On this end, subordinate’s input is large and is expected

8. Figure 9.3 Leader-Subordinate Interactions
Authoritarian Leadership
Leader
Leader
Subordinate
Subordinate
Subordinate
Subordinate
Subordinate
Subordinate
Paternalistic Leadership

9. Participative Leadership Leader
Figure 9.3 (Contd)
Participative Leadership
Leader
Continual flow of info. from leader to subordinate
Continual exch. of info. between leader and subordinate and/or between subordinates themselves
Subordinate
Subordinate
Subordinate
Leader
Occasional exch. of info between leader and subordinate
Subordinate
Subordinate
Subordinate
Laissez-Faire Leadership

10. Figure 9.4 A Leadership Grid
High
High People Low Work
High People High Work
Concern for People
Low Work
Low People
High Work
Low People
Low
Low
High
Concern for Work

11. Figure 9.5 Contingency Leadership Styles Applied to a Leadership Grid
High
Manger of a Successful Sales Group
President of a Large Corporation
Concern for People
Manager of an R&D Laboratory
Foreman on an Assembly Line
Low
Low
High
Concern for Work

12. Fiedler’s Contingency Model
… holds that leader effectiveness is determined by leadership style and situational variables
The least preferred coworker scale describes the individual with whom the respondent can work least well

13. Situational Variables in Fiedler’s Model
Leader-member relations
Task structure
Leader position power

14. Figure 9.7 The Managerial Grid
High 9
1, 9
Country Club Manager
9,9
Team Builder
5,5
Concern for People
Organization Man
1,1
Do-Nothing Manager
9,1
Production Pusher 1
Low 1
Low 9
High
Concern for Production

15. Key Terms in the Chapter
Leadership
Leadership characteristics
Personal characteristics
Trait theory
Technical skills
Human skills
Conceptual skills
Theory X
Theory Y
Authoritarian leadership
Paternalistic leadership
Participative leadership
Laissez-faire leadership
Leadership dimensions
Fiedler’s contingency model

16. Key Terms in the Chapter (contd.)
Least preferred coworker scale
Leader-member relations
Task structure
Leader position power
Managerial grid
1,1, Managerial style
9,1 Managerial style
1,9 Managerial style
5,5 Managerial style
9,9 Managerial style
Charismatic leader
Transformational leader
Transactional leader