1. Chapter 11 Leadership and Influence Processes
Fundamentals of
MANAGEMENT
Core Concepts & Applications
Griffin Third Edition
Chapter 11 Leadership and Influence Processes
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PowerPoint Presentation by Charlie Cook

2. Chapter Outline The Nature of Leadership
The Meaning of Leadership
Leadership Versus Management
Power and Leadership
The Search for Leadership Traits
Leadership Behaviors
Michigan Studies
Ohio State Studies
Leadership Grid
Situational Approaches to Leadership
LPC Theory
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3. Chapter Outline (cont’d)
Situational Approaches to Leadership (cont’d)
Path-Goal Theory
Vroom’s Decision Tree
The Leader-Member Exchange Approach
Related Perspectives on Leadership
Substitutes for Leadership
Charismatic Leadership
Transformational Leadership
Political Behavior in Organizations
Common Political Behaviors
Managing Political Behaviors
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4. Learning Objectives
After studying this chapter, you should be able to:
Describe the nature of leadership and distinguish leadership from management.
Discuss and evaluate the trait approach to leadership.
Discuss and evaluate models of leadership, focusing on behaviors.
Identify and describe the major situational approaches to leadership.
Identify and describe three related perspectives on leadership.
Discuss political behavior in organizations and how it can be managed.
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5. The Nature of Leadership
The Meaning of Leadership
Process: what leaders actually do.
Use noncoercive influence to shape the group’s or organization’s goals.
Motivate others’ behavior toward goals.
Help to define organizational culture.
Property: who leaders are.
The set of characteristics attributed to individuals perceived to be leaders.
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6. The Nature of Leadership
The Meaning of Leadership
Leaders
People who can influence the behaviors of others without having to rely on force.
People who are accepted as leaders by others.
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7. The Nature of Leadership (cont’d)
Distinctions Between Management and Leadership
Source: Adapted from A Force for Change: How Leadership Differs from Management by John P. Kotter. Copyright © 1990 by John P. Kotter, Inc. Reprinted with permission of The Free Press, a division of Simon & Schuster Inc.
Table 11.1 (adapted)
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8. Types of Power in Organizations
Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition. Copyright © 1994 by Houghton Mifflin Company. Used with permission.
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9. The Nature of Leadership (cont’d)
Power and Leadership
Power is the ability to affect the behavior of others.
Legitimate power is granted through the organizational hierarchy.
Reward power is the power to give or withhold rewards.
Coercive power is the capability to force compliance by means of psychological, emotional, or physical threat.
Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma.
Expert power is derived from the possession of information or expertise.
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10. The Search for Leadership Traits
Traits Approach to Leadership
Assumed that a basic set of personal traits that differentiated leaders from nonleaders could be used to identify leaders and predict who would become leaders.
The trait approach was unsuccessful in establishing empirical relationships between traits and persons regarded as leaders.
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11. Leadership Behaviors Michigan Studies (Rensis Likert)
Identified two forms of leader behavior
Job-centered behavior—managers who pay close attention to subordinates’ work, explain work procedures, and are keenly interested in performance.
Employee-centered behavior—managers who focus on the development of cohesive work groups and employee satisfaction.
The two forms of leader behaviors were considered to be at opposite ends of the same continuum.
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12. Leadership Behaviors (cont’d)
Ohio State Studies
Did not interpret leader behavior as being one-dimensional as did the Michigan State studies.
Identified two basic leadership styles that can be exhibited simultaneously:
Initiating-structure behavior—the leader clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda.
Consideration behavior—the leader shows concern for subordinates and attempts to establish a friendly and supportive climate.
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13. Leadership Behaviors (cont’d)
Ohio State Studies (cont’d)
Initial assumption was that the most effective leaders who exhibit high levels of both behaviors. Subsequent research indicated that:
Employees of supervisors ranked high on initiating structure were high performers, yet they expressed low levels of satisfaction and higher absenteeism.
Employees of supervisors ranked high on consideration had low- performance ratings, yet they had high levels of satisfaction and less absenteeism.
Other situational variables make consistent leader behavior predictions difficult. There is no universal or “one best way” model of leadership.
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14. 4 6 2 1 3 5 8 7 9
Concern for production
High
Low
1,9
9,9
1,1
9,1
Team Management
Work accomplishment is
from committed people;
interdependence through
a “common stake” in
organization purpose
leads to relationships
of trust and respect.
Middle of the Road
Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale
of people at a satisfactory level.
Impoverished Management
Exertion of minimum effort
to get required work done
is appropriate to sustain
organization membership.
Authority-Compliance
Efficiency in operations
results from arranging
conditions of work in
such a way that
human elements
interfere to a
minimum degree.
5,5
Country Club Management
Thoughtful attention to
the
needs of people for satisfying
relationships leads to a
comfortable, friendly
organization atmosphere
and work tempo.
Concern for people
Leadership Grid®
The Leadership Grid® is a method of evaluating leadership styles. The Grid® is used to train managers so that they are simultaneously more concerned for people and for production (9,9 style on the Grid®).
Source: From Leadership Dilemmas—Grid Solutions by Robert R. Blake and Anne Adams McCanse. (Formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton.) Houston: Gulf Publishing Company, p. 29. Copyright © 1991 by Scientific Methods, Inc. Reproduced by permission of the owners.
Figure 11.1
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15. Situational Approaches to Leadership
Situational Models of Leader Behavior
Assume that:
Appropriate leader behavior varies from one situation to another.
Key situational factors that are interacting to determine appropriate leader behavior can be identified.
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16. Situational Approaches to Leadership (cont’d)
Least-Preferred Coworker Theory (Fiedler)
The appropriate style of leadership varies with situational favorableness (from the leader’s viewpoint).
Least preferred coworker (LPC)
The measuring scale that asks leaders to describe the person with whom they are least able to work well.
High LPC scale scores indicate a relationship orientation; low LPC scores indicate a task orientation on the part of the leader.
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17. Situational Approaches to Leadership (cont’d)
Least-Preferred Coworker Theory (Fiedler) (cont’d)
Contingency variables determining situational favorableness:
Leader-member relations—the nature of the relationship between the leader and the work group.
Task structure—the degree to which the group’s task is defined.
Position Power—the power vested in the leader’s position.
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18. The Least-Preferred Coworker Theory of Leadership
Contingency Factors
Situations
Leader-member relations
Good
Task structure
High
Position power
Strong
Bad
Low
Weak
Favorableness
of Situation
Appropriate
Leader Behavior
Most favorable
Moderately favorable
Most unfavorable
Task-oriented
Relationship-oriented
Figure 11.2
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19. Situational Approaches to Leadership (cont’d)
Path-Goal Theory (Evans and House)
The primary functions of a leader is to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards.
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20. Situational Approaches to Leadership (cont’d)
Path-Goal Theory (Evans and House) (cont’d)
Leader Behaviors:
Directive leader behavior—letting subordinates know what is expected of them, giving guidance and direction, and scheduling work.
Supportive leader behavior—being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals.
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21. Situational Approaches to Leadership (cont’d)
Path-Goal Theory (Evans and House) (cont’d)
Leader Behaviors:
Participative leader behavior—consulting with subordinates, soliciting suggestions, and allowing participation in decision making.
Achievement-oriented leader behavior—setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates.
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22. The Path-Goal Theory Situational Factors: Work Situation Leadership
Follower lacks self-confidence
Supportive
Achievement- oriented
Participative
Directive
Leadership
Style
Impact on
Followers
Expected Results
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 need for making suggestions and involvement
Clarifies path to get rewards
Increased effort. job satisfaction, and performance; fewer grievances
Improved performance and greater job satisfaction
Improved performance and greater satisfaction; less turnover
Improved performance and job satisfaction
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23. Path Goal Theory to Leadership (cont’d)
The Path-Goal Framework
Subordinates ’
personal
characteristics •
Perceived ability
Locus of control
Leader behaviors
Directive
Supportive
Participative
Achievement-
oriented
Environmental
Task structure
Work group
motivation to perform
Figure 11.3
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24. Situational Approaches to Leadership (cont’d)
Decision Tree Approach (Vroom)
Attempts to prescribe a leadership style appropriate to a given situation.
Basic Premises
The degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation.
No one decision-making process is best for all situations.
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25. Situational Approaches to Leadership (cont’d)
Decision Tree Approach (Vroom) (cont’d)
After evaluating the different problem attributes, a leader can choose a decision path on one of two decision trees that determines the decision style and specifies the amount of employee participation.
Decision significance—the degree to which the decision will have an impact on the organization. Subordinates are involved when decision significance is high.
Decision Timeliness—the degree of time pressure for making a decision in a timely basis; may preclude involving subordinates.
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26. Situational Approaches to Leadership (cont’d)
Vroom Decision Tree Approach (cont’d)
Decision-Making Styles
Decide—manager makes decision alone and then announces or “sells” it to the group.
Consult (individually)—manager presents program to group members individually, obtains their suggestions, then makes the decision.
Consult (group)—manager presents problem to group at a meeting, gets their suggestions, then makes the decision.
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27. Situational Approaches to Leadership (cont’d)
Vroom Decision Tree Approach (cont’d)
Decision-Making Styles
Facilitate—manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.
Delegate—manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.
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28. Vroom’s Time-Driven Decision TreeP R O B L E M S T A N H
Decide
Consult (group)
Delegate
Facilitate
Consult (individually)
Decision Significance
Importance of Commitment
Leader Expertise
Likelihood of Commitment
Group Support
Group Expertise
Team Competence
Vroom’s Time-Driven Decision Tree
Source: Adapters and reprinted from A Model of Leadership Style by Victor H. Vroom, © Victor H. Vroom, 1998.
Figure 11.4
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29. Vroom’s Development-Driven Decision Tree
Decide
Consult (group)
Facilitate
Delegate H L -- —
PROBLEM STATEMENT
Decision Significance
Importance of Commitment
Leader Expertise
Likelihood of Commitment
Group Support
Group Expertise
Team Competence
Vroom’s Development-Driven Decision Tree
Source: Adapters and reprinted from A Model of Leadership Style by Victor H. Vroom, © Victor H. Vroom, 1998.
Figure 11.5
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30. Situational Approaches to Leadership (cont’d)
The Leader-Member Exchange (LMX) Approach (Graen and Dansereau)
Stresses the importance of variable relationships between supervisors and each of their subordinates.
Leaders form unique independent relationships (“vertical dyads”) with each subordinate in which the subordinate becomes a member of the leader’s out-group or in-group.
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31. Situational Approaches to Leadership (cont’d)
The Leader-Member Exchange (LMX) Approach
Leader
Subordinate 1 2 3 4 5
Out-Group
In-Group
Figure 11.6
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32. Related Perspectives on Leadership
Substitutes for Leadership
A concept that identifies situations in which leader behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization.
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33. Related Perspectives on Leadership (cont’d)
Charismatic Leadership (House)
Charisma, an interpersonal attraction that inspires support and acceptance, is an individual characteristic of a leader.
Charismatic persons are more successful than noncharismatic persons.
Charismatic leaders are self-confident, have a firm conviction in their beliefs and ideals, and possess a strong need to influence people.
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34. Related Perspectives on Leadership (cont’d)
Charismatic Leadership (cont’d)
Charismatic leaders in organizations must be able to:
envision the future, set high expectations, and model behaviors consistent with expectations.
energize others through a demonstration of excitement, personal confidence, and patterns of success.
enable others by supporting them, by empathizing with them, and by expressing confidence in them.
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35. Related Perspectives on Leadership (cont’d)
Transformational Leadership
Leadership that goes beyond ordinary expectations, by transmitting a sense of mission, stimulating learning, and inspiring new ways of thinking.
Seven keys to successful leadership
Trusting one’s subordinates
Developing a vision
Keeping cool
Encouraging risk
Being an expert
Inviting dissent
Simplifying things
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36. Political Behavior in Organizations
The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.
Common Political Behaviors
Inducement—offering to give something to someone else in return for that person’s support.
Persuasion—persuading others to support a goal on grounds that are objective and logical as well as subjective and personal.
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37. Political Behavior in Organizations
Political Behavior (cont’d)
Common Political Behaviors (cont’d)
Creation of an obligation—providing support for another person’s position that obliges that person to return the favor at a future date.
Coercion—using force to get one’s way.
Impression management—making a direct and intentional effort to enhance one’s image in the eyes of others.
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38. Political Behavior in Organizations (cont’d)
Managing Political Behavior
Be aware that even if actions are not politically motivated, others may assume that they are.
Reduce the likelihood of subordinates engaging in political behavior by providing them with autonomy, responsibility, challenge, and feedback.
Avoid using power to avoid charges of political motivation.
Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political behavior.
Avoid covert behaviors that give the impression of political intent even if none exists.
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39. A Model of Ethical Political Behavior
Source: Gerald F. Cavanaugh, Denis J. Moberg, and Manuel Velasquez, “The Ethics of Organizational Politics,” Academy of Management Review, July 1981, p Used with permission.
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