Chapter 15 leadership

Leadership

Chapter 15

Topics
Leadership Chapter 15
Different leaders behave in different ways – style, need, situation

 Leadership definition
 Differences in leadership and management
 Theories of leadership effectiveness
 Charismatic and transformational leadership
 How leaders use power and influence to get
things done
 New leadership approaches for today’s
turbulent environment

Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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Leadership
Different leaders behave in different ways – style, need, situation

 There is probably no topic more
important to business success
today than leadership
leadership occurs among people
involves the use of influence
is used to attain goals
Manager’s Challenge: Aramark Corp.

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Nature of Leadership travel the globe solving
problems

 Leadership is 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 versus Management
Management Leadership

Promotes Promotes
stability, order vision,
and problem creativity, and
solving within change
existing
organizational M L
structure and
systems

Takes care of where you are Takes you to a new place

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Leader versus Manager Qualities
Leader Qualities Manager Qualities
SOUL MIND
Visionary Rational
Passionate Consulting
Creative Persistent
Flexible Problem solving
Inspiring Tough-minded
Innovative Analytical
Courageous Structured
Imaginative Deliberate
Experimental Authoritative
Initiates change Stabilizing
Personal power Position power

Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12

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Leadership Traits

 Traits - distinguishing personal
characteristics, such as intelligence, values
and appearance
 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
Physical Characteristics Personality Social Characteristics
Energy Self-confidence Sociability, interpersonal skills
Physical stamina Honesty & integrity Cooperativeness
Enthusiasm Ability to enlist cooperation
Desire to lead Tact, diplomacy
Social Background Independence
Education
Mobility

Intelligence and Ability Work-related Characteristics
Judgment, Achievement drive
decisiveness Drive to excel
Knowledge Conscientiousness in pursuit of goals
Intelligence, cognitive Persistence against obstacles, tenacity
ability
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet,
Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).

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Behavioral Approaches
Ohio State Studies
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 attainment
– Typically gives instructions, spends time planning, and
emphasizes deadlines
– Provides explicit schedules of work activities

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Behavioral Approaches

Michigan State Studies
At about the same time as Ohio State Studies
 University of Michigan compared the
behavior of effective and ineffective
supervisors
Employee-centered leaders – leaders who
establish high performance goals and displayed
supportive behavior toward subordinates
Job-centered leaders – leaders who favor meeting
schedules, keeping costs low and achieving production
efficiency

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The Leadership Grid
Blake and Mouton; University of Texas
 Two-dimensional leadership theory that
measures the leader’s concern for people
and for production

 Builds on the work of Ohio State and
Michigan State studies

Experiential Exercise: T-P Leadership Questionnaire

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The Leadership Grid
High
Leadership Grid 1,9
Country Club Management Team Management
9,9

Thoughtful attention to the Work accomplishment is from
needs of people for satisfying committed people; interdependence
relationships leads to a com- through a “common stake” in
fortable, friendly organization organization purpose leads to
atmosphere and work tempo.
Concern for People

relationships of trust and respect.
5,5 5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale
of
Impoverished people at a satisfactory level. Authority-Compliance
Management Efficiency in operations
Exertion of minimum effort results from arranging
to get required work done conditions of work in such a
is appropriate to sustain way that human elements
organization membership. interfere to a minimum
Low 1,1 degree.
9,1
Low Concern for Production High
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.
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Contingency Approaches - the
relationship between leadership styles and specific
organizational situations

 Fiedler’s
Contingency Theory
 Hersey and Blanchard’s Situational
Leadership Theory
 Evans and House Path-Goal Theory

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Contingency Theory

A Leader needs to know
Whether they have a relationship- or task-oriented style
And should diagnose the situation and determine the
favorableness of the following three areas

Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by
permission of Administrative Science Quarterly.

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Situational Leadership Theory
Links leader’s behavioral style with subordinates’ task readiness

Follower Characteristics
Low Readiness Level Appropriate Leader Style
Low Readiness Level Telling

Moderate Readiness Level Selling

High Readiness Level Participating

Very High Readiness Level Delegating
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Path-Goal Theory
- Leader’s responsibility is to increase motivation by
clarifying the behaviors necessary for task completion
and reward

Source: Based on Bernard M. Bass, “Leadership:
Good, Better, Best,” Organizational Dynamics 13
(Winter 1985), 26-40.

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Path-Goal Theory
Leader Behaviors
Classification of (4) leader behaviors

 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
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Path-Goal Theory
Leaders Behaviors
Classification of (4) leader behaviors

 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

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

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Leading Change

Transactional Leaders
 A leader who clarifies role and task requirements
 Initiates structure
 Provides rewards
 And displays consideration for subordinates
 Meet the social needs of subordinates

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Leading Change

Charismatic Leaders
 A leader who has the ability to motivate
subordinates to transcend their expected
performance
 Tend to be less predictable than
transactional leaders
 Create an atmosphere of change
 May be obsessed by visionary ideas

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Leading Change

 Transformational Leader
 Similar to charismatic leaders
 A leader distinguished by their special ability to bring
about innovation and change by
 Recognizing followers’ needs and concerns
 Helping them look at old problems in new ways
 Encouraging them to question the status quo

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Sources of Power
 Legitimate Power: power coming from a formal
management position.
 Reward Power: stems from the authority to bestow
rewards on other people.
 Coercive Power: the authority to punish or
recommend punishment.
 Expert Power: leader’s special knowledge or skill
regarding the tasks performed by followers.
 Referent Power: personality characteristics that
command subordinates’ identification, respect, and
admiration so they wish to emulate the leader
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Post-Heroic Leadership
for Turbulent Times

 The turbulence and uncertainty of the
environment in which most organizations are
operating is a significant influence on
leadership styles
 Post-heroic leader’s major characteristic is
humility
• Humility – being unpretentious and modest rather than
arrogant and prideful

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for Turbulent Times

 Five Approaches of Post-Heroic Leadership
for Turbulent Time
1. Servant Leadership – a leader who works to
fulfill subordinates’ needs and goals as well as to
achieve the organization’s larger mission
2. Level 5 Leadership – a leader who builds an
enduring great organization through a
combination of humility and professional resolve

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for Turbulent Times

3. Interactive Leadership – a leader characterized
by values such as inclusion, collaboration,
relationship building and caring
4. E-Leadership – a leader who uses information
technology as a means to achieve organizational
goals
5. Moral Leadership – distinguishing between right
and wrong and choosing to do right in the
practice of leadership

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Chapter 15 leadership

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