Chapter 11: Leadership

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Chapter 11Leadership
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Learning Objectives
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• Define leadership and explain its importance for
  organizations.
• Describe how leadership is changing in todays
  organizations.
• Identify personal characteristics associated with
  effective leaders.
• Define task-oriented behavior and people-oriented
  behavior and explain how these categories are
  used to evaluate and adapt leadership style.
• Describe Hersey and Blanchards situational
  theory and its application to subordinate
  participation.
• Explain the path-goal model of leadership.

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Learning Objectives (contd.)
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• Discuss how leadership fits the organizational
  situation and how organizational characteristics
  can substitute for leadership behaviors.
• Describe transformational leadership and when it
  should be used.
• Identify the five sources of leader power and the
  tactics leaders use to influence others.
• Explain servant leadership and moral leadership
  and their importance in contemporary
  organizations.

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The Nature of Leadership
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• There is no topic more important to business
  success than leadership
• leadership occurs among people
• involves the use of influence
• is used to attain goals

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Leadership
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• The ability to influence people toward the
  attainment of organizational goals.
• Leadership is reciprocal, occurring among people.
• Leadership is a people activity, distinct from
  administrative paper shuffling or problem-solving
  activities.
• Leadership is dynamic and involves the use of
  power.

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Leadership for Contemporary Times

• In the 1908s and 1990s, leadership was equated
  with larger-than-life personalities, strong egos
  and personal ambitions
• The post-heroic leaders major characteristics is
  humility
• Level 5 Leadership
• Womens Ways of Leadership
• Interactive Leadership

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Leadership versus Management
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Exhibit 11.2
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Leadership Traits
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• Traits - personal characteristics
• Great man approach - early research focused on
  leaders who had achieved a level of greatness
• Find out what made them great
• Find people with same traits

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Personal Characteristics of Leaders
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Physical Characteristics Energy Physical stamina
Personality Self-confidence Honesty
integrity Enthusiasm Desire to lead Independence
Work-related Characteristics Achievement
drive Drive to excel Conscientiousness
Persistence, tenacity
Social Background Education Mobility
Intelligence and Ability Judgment,
decisiveness Knowledge Intelligence, cognitive
ability
Social Characteristics Interpersonal
skills Cooperativeness Ability to enlist
cooperation Tact, diplomacy
Exhibit 11.3
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Behavioral Approaches Ohio State Studies
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• Consideration - people-oriented behavior
• Is mindful of subordinates
• Establishes mutual trust
• Provides open communication
• Develops teamwork
• Initiating Structure task-oriented behavior
• Directs subordinate work activities toward goal
• Typically gives instructions, spends time
  planning, and emphasizes deadlines
• Provides explicit schedules of work activities

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Behavioral Approaches Michigan Studies
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• University of Michigan compared the behavior of
  effective and ineffective supervisors
• Employee-centered leaders
• Job-centered leaders

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The Leadership Grid
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Exhibit 11.4
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Contingency Approaches
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• Situational Theory
• Contingency Theory
• Path Goal Theory

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Situational Theory of Leadership
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Exhibit 11.4
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Classification ofSituation Favorableness
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• Whether they have a relationship- or
  task-oriented style
• Should diagnose the situation and determine the
  favorableness of the following three areas

Exhibit 11.6
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Path-Goal Theory Leader Behaviors
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• Supportive leadership
• Leader behavior shows concern for subordinates
• Open, friendly, and approachable
• Creates a team climate
• Treats subordinates as equals
• Directive leadership
• Tells subordinates exactly what to do
• Planning, setting performance goals, and behavior
  standards
• Participative leadership
• Consults with his or her subordinates about
  decisions
• Achievement-oriented leadership
• Sets clear and challenging goals for subordinates
• Behavior stresses high-quality performance

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Path-Goal Situations Preferred Leader Behavior
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Exhibit 11.7
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Substitutes for Leadership
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• Substitute - situational variable that makes a
  leadership style unnecessary or redundant
• Neutralizer - situational variable that
  counteracts a leadership style and prevents the
  leader from displaying certain behaviors

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Leading Change Transactional Leaders
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• Clarify the role and task requirements of
  subordinates
• Initiate structure
• Provide appropriate rewards
• Display consideration for subordinates
• Meet the social needs of subordinates

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Leading ChangeCharismatic Leaders
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• The ability to inspire
• Motivate people to do more
• Less predictable than transactional leaders
• Create an atmosphere of change
• May be obsessed by visionary ideas

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Leading ChangeTransformational Leaders
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• Similar to charismatic leaders
• Special ability to bring about innovation and
  change by
• Recognizing followers needs and concerns
• Look at old problems in new ways
• Question the status quo

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Sources of Power
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• Legitimate Power
• Reward Power
• Coercive Power
• Expert Power
• Referent Power

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Interpersonal Influence Tactics

• Use rational persuasion
• Make people like you
• Rely on the rule of reciprocity
• Develop allies
• Be assertive ask for what you want
• Make use of higher authority
• Reward the behaviors you want

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Enduring Leadership Approaches

• Servant Leadership
• Moral Leadership