1. Leadership
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2. Leading is Concerned With
 Establishing values, culture, and climate.
 Defining a mission.
 Identifying core competencies.
 Scanning environments.
 Sensing the need for change.
 Creating a vision for the future.
 Enlisting cooperation and support for that vision.
 Keeping people and processes focused.
 Unleashing the full potential of everyone.
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3. Leadership and Influence
 Leadership: The process of influencing individuals
and groups to set and achieve goals.
 Influence: The power to sway other people to one’s
will or views.
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4. Those Who Practice Leadership
Guide
Direct Counsel
Coach
Persuade Inspire others
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5. Leadership
Three Sets of Variables
1. The leader
2. Those being led
3. Circumstances and situations
they find themselves facing
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6. The Yukl Group’s Nineteen
Categories of Leadership Behavior
1. Performance emphasis 10. Training-coaching
2. Consideration 11. Information dissemination
3. Inspiration 12. Problem solving
4. Praise-recognition 13. Planning
5. Structuring reward 14. Coordinating
contingencies 15. Work facilitation
6. Decision participation 16. Representation
7. Autonomy-delegation 17. Interaction facilitation
8. Role clarification 18. Conflict management
9. Goal setting 19. Criticism-discipline
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7. Managers
Organize Staff
Plan
Lead Control
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8. Relationship Between
Management and Leadership
People Who Have Both
Leadership Ability and
Management Ability
Leadership Management
Ability Ability
People Who Have People Who Have
Leadership Ability but Are Management Ability but
Not Managers Are Not Leaders
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9. Differences Between
Management and Leadership
Management
Planning and
budgeting Leadership
Organizing and staffing Establishing
Controlling and direction
problem solving Aligning people
Motivating
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10. Five Foundation Stones of Leadership
Legitimate Power – derives from their positions in
Coercive Power – result of the exercise of legitimate
Reward Power – the right to promise or grant rewards,
Expert Power – a person’s abilities, skills, knowledge,
Referent Power – related to the kind of personality or
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11. Motivation Continuum
Opportunity for Advancement
Responsibility
Recognition
Positive
Financial Rewards
Motivation
Praise
Status
Threats
Negative Reprimands
Motivation Financial Penalties
Suspension
Termination
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12. Leadership Styles and the Distribution
of Decision-Making Authority
Manager’s Exercise
of Authority
Subordinates’ Share
of Decision-Making
Authority
Autocratic Style Participative Style Free-Rein Style
Manager makes Manager makes Subordinate makes
decision, decision with input decision subject to
announces it, and from subordinates. limits set by boss.
seeks feedback.
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13. Decision-Making Styles
Free-rein style
Which style a manager
Participative style chooses should relate to
the situation encountered.
Autocratic style
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14. To Use the Autocratic Style
Effectively
 Managers must:
 Managers must:
 Know what needs to be done.
 Know what needs to be done.
 Possess expert power.
 Possess expert power.
 Face issues that they are best equipped to solve.
 Face issues that they are best equipped to solve.
 Create solutions in which implementation does not
 Create solutions in which implementation does not
depend on others.
depend on others.
 Desire to communicate through orders and instructions.
 Desire to communicate through orders and instructions.
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15. Democratic Approach
Works best for resolving issues that
affect more than just the manager.
Others in a manager’s unit know more
than the manager does about an issue.
Mutual trust and respect must exist.
Subordinates must be willing to participate
and be trained to do so.
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16. Free-Rein Style
Relies heavily on delegation of authority.
Works best when the parties have expert power.
Works particularly well with managers and
experienced professionals.
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17. Task Focus Emphasizes
Technology
Technology Methods
Methods
Plans
Plans Programs
Programs Deadlines
Deadlines
Getting the
Getting the
Goals
Goals work out
work out
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18. Focus on Employees
Treats
Treats
Emphasizes
Emphasizes employees as
employees as
workers’
workers’ valuable
valuable
needs
needs assets
assets
Builds teamwork
Builds teamwork
Can increase
Can increase Can decrease
Can decrease
job
job absenteeism
absenteeism
satisfaction
satisfaction
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19. Ohio State University Leader Behavior Studies
Studied two factors:
1. Consideration defined as concern for subordinates’ ideas and
feelings.
• Leaders who rated high in consideration:
– Communicated openly.
– Developed teams.
– Focused on subordinates’ needs.
2. Initiating structure defined as concern for goal achievement and
task orientation.
• Leaders who rated high in initiating structure were concerned
with:
– Deadlines.
– Planning work.
– Meeting schedules.
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20. Theories of Situational Leadership
Fiedler’s Contingency Model
House and Mitchell’s Path-Goal Theory
Hersey and Blanchard’s Life-Cycle Theory
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21. The Path-Goal Theory Suggests
that
Leadership style is effective or ineffective on the basis
of how successfully leaders support their subordinates’
perceptions of:
• Goals that need to be achieved.
• Rewards for successful performance.
• Behaviors that lead to successful performance.
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22. House and Mitchell (1974) Based on
the Following Two Assumptions:
1. A leader’s behavior is acceptable and satisfying to
subordinates to the extent that they view it as either an
immediate source of satisfaction or as an instrument to
some future satisfaction.
2. A leader’s behavior will increase subordinates’ efforts if it
links satisfaction of their needs to effective performance
and supports their efforts to achieve goals.
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23. House and Mitchell, 1974
Four Kinds of Leadership Behavior
1. Instrumental 2. Supportive
behavior behavior
(task-oriented) (employee-oriented)
3. Participative behavior 4. Achievement-oriented
(employee-oriented) behavior
(employee-oriented)
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24. Two Situational Factors in the
Path-Goal Theory
1. The personal characteristics of subordinates
1. The personal characteristics of subordinates
2. The work environment
2. The work environment
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25. Personal Characteristics
of Subordinates
Their abilities Self-confidence
Personal needs Perceptions of
and motivation their leaders
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26. Hersey and Blanchard’s
Life-Cycle Theory
Builds on and combines ideas from the managerial
grid and path-goal theory.
Does not allow for changes in situations.
Assumes that leaders are capable and mature.
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