1. Leadership
The act of influencing others to act toward the achievement of a goal
Process of providing direction, energizing, others, and obtaining commitment to the leaders cause
Leadership involves informal power rather than formal power

2. Power Ability to influence others ideas, thoughts, or behaviors
Types of power
Legitimate
Reward
Coercive
Referent
Expert

3. Legitimate Power A result of formal position within an organization
Access to resources, information, and key individuals in the organization
Authority-right to command and decide based upon position
Outcomes?

4. Reward Power
Influence that results from leader’s ability to satisfy needs
I behave in a certain way because I feel that the leader will provide me with some reward (money, benefits, praise, promotion, etc.)

5. Coercive Power Influence through fear and punishment
Demotions, firing, pay-cuts
Outcomes??
How do you train your dog?

6. Referent Power Influence resulting from respect of the leader
Result of reputation, admiration, charisma, or personal identification
Outcomes??

7. Expert Power
Influence based on the possession of specialized knowledge, skills, or expertise
People who possess information about your projects may exert expert power over you.
Outcomes??

8. Consequences of Using 5 Types of Power
15.2
Consequences of Using 5 Types of Power
Most likely response from followers
Type of power used by leader
Expert
Referent
Reward
Legitimate
Coercive
Commitment
Compliance
Resistance
Adapted from Figure 15.1

9. Leadership Models
Trait models-focus on what characteristics make for good leaders
Behavioral models-what behaviors do good leaders demonstrate
Contingency models-matching of the followers with the right type of leader

10. Trait Models Physical-young middle aged, good appearance JFK
Social Background-right stock, education
Personality-adaptable, achievement and power needs, Type A, self confident, and charismatic
You either got ‘em or ya don’t

11. Behavior Models
Look at the actions of effective and ineffective leaders
Delegation skills
Communication skills
How roles of leadership are handled and balanced
The right ways can be taught and learned

12. McGregor’s Theory X and Y
People are economic beings
Generally lazy, and unmotivated
People need a directive style of leadership
Theory Y
People are internally motivated
Generally work hard, cooperate
Work best with participative leadership style

13. Michigan State Studies
Likert 1961
Two types of leaders
Task oriented-concerned with goals, structure, and activities to meet ends
Employee Oriented-concerned with social and emotional needs of employees
Mutually Exclusive
Task>greater prod. Employee>Happy

14. Ohio State Studies Surveyed employees about their supervisors
Two styles of leadership
Considerate-friendship, mutual trust, and respect
Initiating Structure-production Centered
Outcomes of each??

15. Blake & Mouton Mgt. Grid
Five styles of leadership based on the concerns of leaders for people or production
Impoverished-low concern for both
Country-club-high concern for people
Produce or perish-high concern for production
Middle of the road-medium concern for both
Team style-high concern for both

16. The Managerial Grid Model
15.4
The Managerial Grid Model
High
(1,9)
(9,9) 9 8 7 6 5 4 3 2 1
Concern
for
people
Country club style
Team style
(5,5)
Middle-of-the-road style
Produce or
perish style
Impoverished style
Source: R. R. Blake, J. S. Mouton, and L. E. Greiner. Breakthrough in organization development. Harvard Business Review. November-December 1964
(1,1)
(9,1)
Low
Low
High
Concern for production
Adapted from Figure 15.3

17. Empowerment model Leader shares influence and control with followers
Gives employees sense of meaning and brings their hearts into the work
Generally employees feel more satisfied but....
Not all workers feel comfortable with the responsibility

18. Contingency Models-how leader acts w/various situational factors
Leader Member Exchange (conflict with book)
Fiedler’s Contingency Model
Hersey and Blanchard’s Situational Leadership Model
House’s Path Goal Model
Vroom & Jago’s Decision Tree

19. Situational Factors Influencing a Leader’s Effectiveness
15.5
Situational Factors Influencing a Leader’s Effectiveness
Maturity of
followers
Employee’s
needs
Traits
Core
Competencies
Task
structure
Decision
making
Types and
uses of
power
Leader-
follower
relations
Adapted from Figure 15.4

20. Fiedler’s Contingency Model
Attempts to match leaders style to demands of each situation
Managers should
understand own leadership style
assess the situation
match style to situation
Change situation, or change managers..can’t change manager’s style
Used Least Preferred Coworker

21. Fiedler’s Model
Situation characteristic: how favorable a given situation is for leading to occur.
Leader-member relations: determines how much workers like and trust their leader.
Task structure: extent to which workers tasks are clear-cut.
Clear issues make a situation favorable for leadership.
Position Power: amount of legitimate, reward, & coercive power a leader has due to their position.
When positional power is strong, leadership opportunity becomes more favorable.

22. Fiedler’s Contingency Model
Figure 13.3
GOOD POOR
HIGH LO W HIGH LOW S W
Leader-
Member
Relations
Task
Structure
Position
Power
Kinds of
Leadership
Situations
Very
Favorable
Unfavorable I II
III IV V VI
VII
VIII 1
Relationship-oriented managers most effective in IV, V, VI, VII.
Task-oriented managers most effective in I, II, III or VIII.

23. Using Fiedler’s Model
Can combine leader-member relations, task structure, and position power to identify leadership situations.
Identifies situations where given types of managers might perform best.
Seen in Figure 13.4.
Leader style is a characteristic managers cannot change. Thus, managers will be most effective when:
1) They are placed in leadership situations that suit their style.
2) The situation can be changed to fit the manager.

24. Outcomes of Fielder
Matches task oriented to favorable and unfavorable, and relationship oriented in moderately favorable situations
Limited by
Little attention to followers
Manager’s can’t change their style
Gave more attention to leadership situations

25. Hersey & Blanchard Situational Leadership Theory
Directive, Supportive styles based on follower readiness
Readiness-followers ability to set and attain moderately difficult task-related goals, and willingness to accept responsibility to attain them
Telling, Selling, Supporting, and Delegating

26. Hersey and Blanchard’s Situational Leadership Model
15.7
Hersey and Blanchard’s Situational Leadership Model
SITUATIONAL LEADERSHIP Leader Behaviors
High
High Relationship and Low Task
High Task and High Relationship N G T I P A S I E L C L I I R T N G A P S3 S2
(Supportive Behavior)
Relationship Behavior
Source: Hersey, P., and Blanchard, K.H. Management of Organizational Behavior: Utilizing Human Resources, 6th ed. Englewood Cliffs, N.J.: Prentice-Hall, Used by permission from Ronald Campbell, President, Leadership Studies, Escondido, California, 1995. S4 S1 G N I T A
Low Relationship and Low Task
High Task and Low
Relationship G T E E L L E L I D N G
Low
Low
High
Task Behavior
(Directive Behavior)
High
Moderate
Low
Mature
Immature R4 R3 R2 R1
Follower Readiness
Adapted from Figure 15.6

27. House’s Path Goal Model
Examines employee characteristics and task characteristics and proposes a matching leadership style
Four styles of leadership
achievement-setting challenging goals
directive-what and how to perform
participative-consulting with followers
supportive-concern for followers

28. House’s Path-Goal Model
Model suggests that effective leaders motivate workers to achieve by:
1) Clearly identifying the outcomes workers are trying to achieve.
2) Reward workers for high-performance and attainment.
3) Clarifying the paths to the attainment of the goals.
Path-Goal is a contingency model since it proposes the steps managers should take to motivate their workers.
Based on Expectancy Theory.

29. Steps to Path-Goal
1) Determine the outcomes your subordinates are trying to obtain.
Can range from pay to job security or interesting work.
Once outcomes determined, manager needs to be sure they have the reward power to provide these.
2) Reward subordinates for high-performance and goal attainment with the desired outcomes.
3) Clarify the paths to goal attainment for workers, remove obstacles to performance, and express confidence in worker’s ability.

30. Motivating with Path-goal
Path-goal identifies four behaviors leaders can use:
1) Directive behaviors: set goals, assign tasks, show how to do things.
2) Supportive behavior: look out for the worker’s best interest.
3) Participative behavior: give subordinates a say in matters that affect them.
4) Achievement-oriented behavior: Setting very challenging goals, believing in worker’s abilities.
Which behavior should be used depends on the worker and the tasks.

31. House’s Path-Goal Model
15.8
House’s Path-Goal Model
Situation
Leadership Style
Impact on Followers
Results
Follower lacks
self-confidence
Lack of job
challenge
Improper
procedures
and poor decisions
Ambiguous job
Increases self-
confidence to
complete task
Encourages setting
high, but attainable
goals
Clarifies follower’s
needs for making
suggestions and
involvement
Clarifies path to
get rewards
Increased effort; improved job satisfaction and performance; fewer grievances
Supportive
Achievement-
oriented
Improved performance and greater job satisfaction
Participative
Improved performance and greater satisfaction; less turnover
Directive
Improved performance and greater job satisfaction
Adapted from Figure 15.7

32. Leader-Substitute Model
Leadership substitute: acts in the place of a leader and makes leadership unnecessary. Possible substitutes can be found:
Characteristics of Subordinates: their skills, experience, motivation.
Characteristics of context: the extent to which work is interesting and fun.
Worker empowerment or Self-managed work teams reduce leadership needs.
Managers need to be aware that they do not always need to directly exert influence over workers.

33. Transactional Leadership
Involves managers using the reward and coercive power to encourage high performance.
Managers who push subordinates to change but do not seem to change themselves are transactional.
The transactional manager does not have the “vision” of the Transformational leader.

34. Transformational Leaders
Transformational leaders are charismatic and have a vision of how good things can be.
They are excited and clearly communicate this to subordinates.
Transformational leaders openly share information with workers.
Everyone is aware of problems and the need for change.
Empowers workers to help with solutions.
Transformational leaders engage in development of workers.

35. Slide 12.4 Contrast Between Transactional and Charismatic Leadership
DIMENSION
Primary sources of power
Reward, legitimate, expert
Referent and reward
Basis of follower motivation
Extrinsic/economic
Intrinsic/emotional
Performance goals for
followers
Narrow, quantitative,
specific to position
Broad, qualitative, specific
to leader and vision
Emotional attachment to goals
Low
High
Expected followers’ behavior
Obey rules and regulations
Developed through norms
and group pressures
Follower commitment to leader
and vision
Low to moderate
High
Impression management
tactics
Low use
High use

36. Summary Different theories demonstrate the importance of
Leader
Situation
Followers
Successful leaders display a wide range of styles
Transformational Vs. Transactional Leaders

37. Leadership Irrelevance
Do Leaders Matter?
Leadership Irrelevance
Leadership may be irrelevant for many organizational outcomes.
Leadership Substitutes
Leader success depends on the characteristics of the followers, team, situation, and organization. Each can act as a substitute for leader behavior.