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Chapter 13
Leadership Leadership
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Learning Objectives After reading this chapter, you should be able to:
(cid:122) Distinguish between management and leadership. (cid:122) Recognize how leaders use different power bases
to exercise influence.
(cid:122) Differentiate effective from ineffective leaders. (cid:122) Identify and apply the major theories of
leadership.
(cid:122) Identify organizational characteristics that determine the need for and importance of leadership.
(cid:122) Strengthen the values and ethics of an
organization through leadership.
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What Makes A Leader Effective?
(cid:122) Ability to influence other people (cid:122) Has a vision – ideas or objectives that clarify to others where they should be headed
(cid:122) “Sells” the vision by articulating it in a compelling and persuasive manner (cid:122) Encourages followers to establish
appropriate implementation activities to support the accomplishment of the vision
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Compare Compare
Leadership Leadership
Management Management
Contrast Contrast
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Practices Associated with Leadership by Managers
(cid:122) Supporting (cid:122) Supporting (cid:122) Managing conflict and (cid:122) Managing conflict and
team building team building
(cid:122) Networking (cid:122) Networking (cid:122) Delegating (cid:122) Delegating (cid:122) Developing and mentoring (cid:122) Developing and mentoring (cid:122) Rewarding (cid:122) Rewarding
(cid:122) Planning and organizing (cid:122) Planning and organizing (cid:122) Problem solving (cid:122) Problem solving (cid:122) Clarifying (cid:122) Clarifying (cid:122) Informing (cid:122) Informing (cid:122) Monitoring (cid:122) Monitoring (cid:122) Motivating (cid:122) Motivating (cid:122) Consulting (cid:122) Consulting (cid:122) Recognizing (cid:122) Recognizing
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Power
C oercive C oercive Pow er Pow er
R ew ard R ew ard Pow er Pow er
Legitim ate Legitim ate Pow er Pow er
Expert Pow er Expert Pow er
R eferent R eferent Pow er Pow er
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Leadership: Traditional Explanations
based Theories Person--based Theories Person
Situational Theories Situational Theories
D ispersed Theories D ispersed Theories
Exchange Theories Exchange Theories
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Trait Theory Trait Theory
Desire Desire Desire to Lead to Lead to Lead
““CanCan--DoDo”” “Can-Do” Attitude Attitude Attitude
SelfSelf-- Self- Confidence Confidence Confidence
Honesty Honesty Honesty and Integrity and Integrity and Integrity
Intelligence Intelligence Intelligence
Ambition Ambition Ambition and Energy and Energy and Energy
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Behavioral Theories Behavioral Theories
Initiating Structure Initiating Structure Initiating Structure
O hio State O hio State O hio State
C onsideration C onsideration C onsideration
O rientation Em ployee--O rientation Em ployee Em ployee-O rientation
U niversity of U niversity of U niversity of M ichigan M ichigan M ichigan
Production-O rientation Production-O rientation Production-O rientation
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The Managerial Grid
(1,9) (1,9)
(9,9) (9,9)
11
22
l l
33
44
(5,5) (5,5)
55
66
e e p p o o e e P P r r o o f f n n r r e e c c n n o o C C
77
88
(9,1) (9,1)
99
(1,1) (1,1) 11
22
33
44
66
77
88
99
55 Concern for Production Concern for Production
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Findings of the Fiedler Model Findings of the Fiedler Model
GoodGood
Oriented Relationship--Oriented Relationship
Oriented TaskTask--Oriented
e e c c n n a a m m r r o o f f r r e e P P
PoorPoor Favorable Favorable Moderate Moderate Unfavorable Unfavorable
II IIII IIIIII IVIV VV VIVI VIIVII VIIIVIII
GoodGood GoodGood PoorPoor PoorPoor PoorPoor PoorPoor GoodGood GoodGood
Category Category •• Leader Member Leader--Member Relations Relations •• Task Structure Task Structure Position Power •• Position Power HighHigh Strong Strong LowLow Strong Strong HighHigh WeakWeak HighHigh Strong Strong HighHigh WeakWeak LowLow Strong Strong LowLow WeakWeak HighHigh WeakWeak
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The Path-Goal Framework
Environmental Environmental Environmental Contingencies Contingencies Contingencies
Outcomes Outcomes Outcomes
Leader Leader Leader Behavior Behavior Behavior
Subordinate Subordinate Subordinate Contingencies Contingencies Contingencies
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Dispersed Theories
(cid:122) Substitute Leadership:attempts to identify workplace characteristics that can substitute for leadership or neutralize efforts made by a leader
(cid:122) Self-Leadership: leadership that
stresses the individual responsibility of employees to develop their own work priorities aligned with organizational goals
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Characteristics of Traditional and Self-Managing Behaviors:
Traditional Leader Behaviors Self-Managing Leader Behaviors
Encourages self-reward
Organization – Structures own and subordinates work
Encourages self-observation
Domination – Restricts or limits the discretion of individuals or groups
Production – Sets standards for task performance Encourages self-goal setting
Encourages self-criticism
Recognition – Expresses approval or disapproval of behavior
Encourages self-rehearsal
Integration – Promotes group cohesion and reduces group conflict
Communication – Provides, seeks, and exchanges information with group members Acts as a role model by exhibiting appropriate behavior
Fosters the development of a culture that nourishes and supports self-leadership
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Exchange Theories
(cid:122) Transactional Leadership: leaders who use
legitimate, coercive, or reward powers to elicit obedience and attempt to instill in followers the ability to question standard modes of operation
(cid:122) Transformational Leadership: leaders who
revitalize organizations by instilling in followers the ability to question standard modes of operation
(cid:122) Authentic leadership: An approach that emphasizes
the importance of a positive directive force, particularly in an environment of increasing complexity, change, and uncertainty
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Characteristics of Transactional and Transformational Leaders
Transactional Leader Transactional Leader
(active) (active)
(cid:122) Contingent reward (cid:122) Contingent reward (cid:122) Management by exception (cid:122) Management by exception
(cid:122) Management by exception (cid:122) Management by exception
Transformational Leader Transformational Leader (cid:122) Charisma (cid:122) Charisma (cid:122) Inspiration (cid:122) Inspiration (cid:122) Intellectual stimulation (cid:122) Intellectual stimulation (cid:122) Individualized consideration (cid:122) Individualized consideration
(passive) (passive) (cid:122) Laissez-Faire (cid:122) Laissez-Faire
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Applications of Management Perspectives—For the Manager
(cid:122) Managers should identify the theories that best fit
them and their situations: (cid:190) Some situations call for a strong person to guide the
organization through change
(cid:190) Other situations may call for the dispersed leadership (cid:190) Uncertainties and difficult times may best match
authentic leadership
(cid:122) Both management and leadership skills can be positive for employees and the organization; they will also bode well for your own career.
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Applications of Management Perspectives—For Managing Teams (cid:122) Effective teams have a shared vision and a common purpose that comes from leaders.
(cid:122) Leadership may come from inside the team itself.
(cid:122) The increasing prevalence of empowerment and self-leadership underscores the importance of team members understanding and developing leadership skills.
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Applications of Management Perspectives—For Individuals (cid:122) Employees are more likely to succeed if they can manage themselves without relying on others to motivate them and define their tasks. (cid:122) Employees can become self-leaders by:
(cid:122) Individuals can apply these leadership theories to
(cid:190) Finding opportunities in their work environment. (cid:190) Showing initiative. (cid:190) Encouraging others to do their best. (cid:190) Generating enthusiasm for the tasks at hand.
