Leadership

Functions of Management

Planning
Organizing
Leading
Motivation
Communication
Leadership
Controlling
 Developing Personal
Communication Networks

Build it before you need it

Never eat lunch alone
Make it win-win
Focus on diversity
Communication Process Model

Sender Receiver
Encodes Channel Decodes
Message Message
Noise

Channel
(Return message (Return message
decoded) Feedback Loop encoded)
 Definition
Leadership
- the ability to influence people
toward the attainment of
organizational goals.

Three aspects of leadership

People
Influence
Goals
 Influence the others How?
Power
Five different types of power
A. Position power
1. Legitimate power- power granted by the hierarchy
2. Reward power- power to give or withold rewards
3. Coercive power- power to punish

B. Personal power
4. Referent power- power through identification,
imitation, or charisma
5. Expert power- power through information or expertise
 Formal and Informal Leadership

Formal Leadership
- occurs when a manager leads by exercising formal
authority.

Informal Leadership
- arises when a person without formal authority is influential
in directing the behavior of others.
 Characteristics of
leadership

Leadership
is reciprocal, occurring among people.
is a people activity.
dynamic and involves the use of power to
get things done.
 Leadership versus
Management
Manager Qualities Leader Qualities

Mind Soul
Rational Visionary
Consulting Passionate
Persistent Creative
Problem solving Flexible
Though-minded Inspiring
Analytical Innovative
Structured Courageous
Deliberate Imaginative
Authoritative Experimental
Stabilizing Initiates change
Position power Personal power

A person might have more of one set of qualities than the other, but ideally
a manager develops a balance of both manager and leader qualities.
 Leadership versus
Management
Management promotes
stability, order and problem solving
within the existing organizational
A primary
structure and systems.
distinction (A manager takes care of where you
between are.)
management
and Leadership promotes
leadership vision, creativity and change.
(A leader take you to a new place.)
The Development of Leadership
Thought

Leadership Process

Leadership = f ( Leader, member, situations)

The Development of Leadership
Thougt

A. Trait Approaches
B. Behavioral Approaches
C. Contingency Approaches
 A. Trait Approaches
Personal Characteristics of Leaders

Physical characteristics Social characteristics

Energy Sociability, interpersonal skills
Physical stamina Cooperativeness
Ability to enlist cooperation
Intelligence and ability Tact, diplomacy
Intelligence, cognitive ability
Knowledge Work-related characteristics
Judgment, decisiveness Achievement drive, desire to excel
Conscientiousness in pursuit of
Personality goals
Self-confidence Persistence against obstacles,
Honesty and integrity tenacity
Enthusiasm
Desire to lead Social background
independence Education
Mobility
 Trait Theories
Limitations
Limitations: :
No
Nouniversal
universaltraits
traitsthat
thatpredict
predictleadership
leadershipininallall
situations.
situations.
Traits
Traitspredict
predictbehavior
behaviorbetter
betterininweak
weakthan
than
strong
strongsituations.
situations.
Unclear
Unclearevidence
evidenceof ofthe
thecause
causeand andeffect
effectofof
relationship
relationshipofofleadership
leadershipand
andtraits.
traits.
Better
Betterpredictor
predictorofofthe
theappearance
appearanceofof
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effectiveand
and
ineffective
ineffectiveleaders.
leaders.
2003 Prentice Hall 1115
Inc. All rights reserved.
B. Behavioral Approaches
for Leadership

1. The Ohio State University Studies

2. The University of Michigan Studies
3. The University of Texas Studies
 B. Behavioral Approaches
1. Studies at the Ohio State University (1945)

Two major behaviors of leaders

Consideration
The type of behavior that describes the extent to
which the leader is sensitive to subordinates,
respects their ideas and feelings, and establishes
mutual trust.
Initiating structure
A type of behavior that describes the extent to
which the leader is task oriented and direct subordinate
work activities toward goal attainment.
 B. Behavioral Approaches
2. Studies at the University of Michigan (1947)
Two major behaviors of leaders
Effective supervisors (employee-oriented
leaders)
who focused on the subordinates human needs in
order to build effective work groups with high
performance goals (employee-centered leaders).
Ineffective supervisors (job-oriented leaders)
who tended to be less concerned with goal
achievement and human needs in favor of meeting
schedules, keeping costs low, and achieving
production efficiency.
 B. Behavioral Approaches

3. Studies at the University of Texas (1964)

The Managerial / Leadership Grid

R. R. Blake and J. S. Mouton

A two-dimensional leadership theory that

measures the leaders concern for people and
for production.
The Leadership Grid
 Managerial Applications of the
Behavioral Approaches
McGregors Theory X and Theory Y (1960)
Theory X Assumptions
Employees are inherently lazy and will avoid work unless forced to do
it.
Employees have no ambition or desire for responsibility; instead they
prefer to be directed and controlled.
Employees have no motivation to achieve organizational objectives.
Employees are motivated only by psychological and safety needs.
Theory Y Assumptions
Employees find work as natural as play, if organizational conditions
are appropriate. People appear adverse to work only because their
past work experiences have been unsatisfactory.
Employees can be motivated by higher-order needs such as ego,
autonomy and self-actualization.
Employees seek responsibility because it allows them to satisfy
higher order needs.
C. Contingency Approaches

A model of leadership that describes

the relationship between leadership
styles and specific organizational
situations.

1. Fiedlers contingency theory

2. The situational theory of Hersey and Blanchard
3. The path-goal theory of Evans and House
 C. Contingency Approaches

1. Fiedlers Contingency Theory-1

Situation
Leaderships situation can be analyzed in terms of three elements:
Leader-member relationships
Good : trust, respect, have confidence in the leader
Poor : distrust, do not respect, have little confidence in the leader

Task structure
Structured : involve specific procedures, have clear, explicit goals.
(Routine, well defined tasks) favorable for the leader
Unstructured : creative, illdefined tasks less favorable

Position power
Extention of the leaders formal authority
High (Strong) favorable for the leader
Low (Weak) unfavorable for the leader
1. Fiedlers Contingency Theory- 2
 C. Contingency Approaches

2. The situational theory of Hersey and Blanchard -1

A contingency approach to leadership that links the leaders

behavioral style with the task readiness of subordinates.

People low in task readiness, because of little ability or

training, or insequrity, need a different leadership style
than those who are high in readiness and have good
ability, skills, confidence, and willingness to work.
 C. Contingency Approaches
2. The situational theory of Hersey and Blanchard -2

A leader can adopt one of four leadership styles, based on a

combination of
- relationship (concern for people) and
- task (concern for production) behavior.

Follower characteristics Appropriate Leader Style

Low readiness level Telling (high task-low relationship)

Moderate readiness level Selling (high task-high relationship)
High readiness level Participating (low task-high relationship)
Very high readiness level Delegating (low task-low relationship)
Hersey & Blanchards Situational
Leadership Theory
Contingency Approaches for Leadership

3. The path-goal theory of Evans and House -1

A contingency approach to leadership specifying that the

leaders responsibility is to increase subordinates
motivation by either
- clarifying the subordinates path to the rewards that are
available or
- increasing the rewards that the subordinates value and
desire.
The path-goal theory of Evans
and House
 3. The path-goal theory of Evans and House -2

Clarify path Increase rewards

Leader defines what follower
must do to attain work
outcomes
Leader clarifies followers work
role
Follower has increased
knowledge and confidence to
accomplish outcomes
Leader learns followers needs
Leader matches followers needs
to rewards if work outcomes
are accomplished
Leader increases value of work
outcomes for follower

Follower displays increased effort and motivation

Organizational work outcomes are accomplished

Leadership Behaviors According to Path-
Goal Theory
Supportive leadership:
Leader behavior that shows concern for subordinates
Open, friendly, and approachable
Creates a team climate
Treats subordinates as equals

Directive leadership:
Tells subordinates exactly what they are supposed to do
Planning, making schedules, setting performance goals,
and behavior standards
Leadership Behaviors According to Path-
Goal Theory
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
 3. The path-goal theory of Evans and House -3
Situation Leader Impact on Outcome
Behavior follower

Follower Supportive Increase

lacks self- leadership confidence to
confidence achieve work
outcome

Ambiguous Directive Clarify path to More effort;

job leadership reward improved
satisfaction and
performance
Lack of job Achievement Set high goals
challenge -oriented
leadership

Incorrect Participative Clarify followers

reward leadership needs and change
rewards
 Contemporary Perspectives on
Leadership

Charismatic Leadership - 1

Followers make attributions of heroic or

extraordinary leadership abilities when they
observe certain behaviors.
 Contemporary Perspectives on
Leadership
Charismatic Leadership - 2

Key Characteristics:
Vision and articulation
Personal risk
Environmental sensitivity
Sensitivity to follower needs
Unconventional behavior
Charismatic Leadership- 3
Leadership as an Attribution

Qualities
Qualitiesattributed
attributedtoto
leaders
leaders: :
Leaders
Leadersare areintelligent,
intelligent,
outgoing,
outgoing, havestrong
have strongverbal
verbal
skills, are aggressive,
skills, are aggressive,
understanding,
understanding,and and
industrious
industrious
Effective
Effectiveleaders
leadersareare
perceived
perceived as consistentand
as consistent and
unwavering in their decisions.
unwavering in their decisions.
Effective
Effectiveleaders
leadersproject
projectthe
the
appearance of being a leader.
appearance of being a leader.

1237
 Leader-Participation Model

2003 Prentice Hall 1138

Inc. All rights reserved.
 Contingency Variables in the Revised
Leader-Participation Model

EXHIBIT 11-5
2003 Prentice Hall 1139
Inc. All rights reserved.
 Transactional and Transformational
Leadership

Transactional Leaders
A leader who clarifies subordinates role and
task requirements, initiates structure, provides
rewards, and displays consideration for
subordinates.

Transformational Leaders
A leader distinguished by a special ability to
bring about innovation and change.
Characteristics of Transactional Leaders
Characteristics of Transformational
Leaders
Emotional Intelligence and Leadership
Effectiveness

Elements
ElementsofofEmotional
Emotional
Intelligence
Intelligence: :
Self-awareness
Self-awareness
Self-management
Self-management
Self-motivation
Self-motivation
Empathy
Empathy
Social
Socialskills
skills

1243
 Visionary Leadership-1

The ability to create and articulate a realistic,

credible, attractive vision of the future for an
organization or organizational unit that
grows out of and improves upon the present.
 Visionary Leadership-2

Qualities of a Visionary Leader

Has the ability to explain the vision to others.

Uses own behavior to express the vision.
Is able to extend the vision to different leadership
contexts.
Substitutes or Neutralizers of
Leadership
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