1. Leadership Chapter Twelve Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

2. Learning Objectives LO 1 Discuss what it means to be a leader LO 2 Summarize what people want and what organizations need from their leaders LO 3 Explain how a good vision helps you be a better leader LO 4 Identify sources of power in organizations LO 5 List personal traits and skills of effective leaders 12-2

3. Learning Objectives (cont.) LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them LO 7 Distinguish between charismatic and transformational leaders LO 8 Describe types of opportunities to be a leader in an organization LO 9 Discuss how to further your own leadership development 12-3

4. Leadership  Leader  One who influences others to attain goals.  The greater the number of followers, the greater the influence 12-4

5. Sources of Power 12-5 Figure 12.1

6. Participation in Decision Making  Autocratic leadership  A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group  Democratic leadership  A form of leadership in which the leader solicits input from subordinates. 12-6

7. Participation in Decision Making  Laissez-faire  leadership philosophy characterized by an absence of managerial decision making. 12-7

8. Leadership Grid 12-8 Figure 12.2

9. The Vroom Model of Leadership  Vroom model  A situational model that focuses on the participative dimension of leadership. 12-9 Figure 12.3

10. Fiedler’s Contingency Model  Fiedler’s contingency model of leadership effectiveness  A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation. 12-10

11. Hersey and Blanchard’s Situational Theory  Hersey and Blanchard’s situational theory  A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. 12-11

12. The Path-Goal Framework 12-12 Figure 12.5

13. Contemporary Perspectives on Leadership  Charismatic leader  A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers. 12-13

14. Contemporary Perspectives on Leadership  Transformational leader  A leader who motivates people to transcend their personal interests for the good of the group.  Transactional leaders  Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered. 12-14

15. Opportunities for Leaders  Servant-leader  A leader who serves others’ needs while strengthening the organization.  Intergroup leader  A leader who leads collaborative performance between different groups or organizations 12-15