leadership

Leaders
and

Leadership

10-1

The Nature of Leadership

• Leadership

–The process by which a person exerts influence
over other people and inspires, motivates and
directs their activities to help achieve group or
organizational goals

10-2

The Nature of Leadership

• Leader

– An individual who is
able to exert
influence over other
people to help
achieve group or
organizational goals

10-3

The Nature of Leadership

• Personal Leadership Style

– The specific ways in which a manager chooses to
influence others shapes the way that manager
approaches the other tasks of management.

– The challenge is for managers at all levels to
develop an effective personal management
style

10-4

The Nature of Leadership

• Servant leaders

– leader who has a strong desire to serve and work
for the benefit of others

– shares power with followers
– strives to ensure that followers’ most important

needs are met

10-5

Leadership Across Cultures

Leadership styles may vary among different
countries or cultures

– European managers tend to be more people-
oriented than American or Japanese managers

– Japanese managers are group-oriented, while U.S
managers focuses more on profitability

– Time horizons also are affected by cultures

10-6

Sources of Managerial Power

Figure 10.1

10-7

Power: The Key to Leadership

• Legitimate Power

– The authority that a manager has by virtue of his
or her position in an organizational hierarchy

• Reward Power

– The ability of a manager to give or withhold
tangible and intangible
rewards

10-8

Power: The Key to Leadership

• Coercive Power

–The ability of a manager to punish others

• Expert Power

–Power that is based on special knowledge, skills,
and expertise that a leader possesses

10-9

Power: The Key to Leadership

• Referent Power

– Power that comes from subordinates’ and
coworkers’ respect for the personal
characteristics of a leader which earns their
loyalty and admiration.

10-10

Empowerment: An Ingredient in Modern
Management

• Empowerment

– The process of giving workers at all levels more
authority to make decisions and the responsibility
for their outcomes

10-11

Empowerment: An Ingredient in Modern
Management

Empowerment:

• Increases a manager’s ability to get things done
• Increases workers’ involvement, motivation, and

commitment
• Gives managers more time to concentrate on their

pressing concerns

10-12

Leadership Models

• Trait Model

– Focused on identifying personal characteristics
that cause effective leadership.

– Many “traits” are the result of skills and
knowledge and effective leaders do not
necessarily possess all of these traits.

10-13

The Behavior Model

• Behavioral Model

– Identifies the two basic types of behavior that
many leaders engaged in to influence their
subordinates

10-14

The Behavior Model

• Consideration • Initiating structure

– behavior indicating that – behavior that managers
a manager trusts, engage in to ensure that
respects, and cares work gets done,
about subordinates subordinates perform
their jobs acceptably,
and the organization is
efficient and effective

10-15

Contingency Models of Leadership

• Contingency Models

– Whether or not a manager is an effective leader is
the result of the interplay between what the
manager is like, what he does, and the situation in
which leadership
takes place

10-16

Contingency Models of Leadership

• Fiedler’s Model

– Personal characteristics can influence leader
effectiveness

– Leader style is the manager’s characteristic
approach to leadership

10-17

Contingency Models of Leadership

• Relationship-oriented • Task-oriented style
style
– leaders whose primary
– leaders concerned with concern is to ensure that
developing good subordinates perform at
relations with their a high level and focus on
subordinates and to be task accomplishment
liked by them.

10-18

Fiedler’s Model

• Situation Characteristics

– How favorable a situation is for leading to occur
– Leader-member relations—determines how much

workers like and trust their leader

10-19

Fiedler’s Model

• Task structure

– the extent to which workers tasks are clear-cut so
that a leader’s subordinates know what needs to
be accomplished and how to go about doing it

• Position Power

– the amount of legitimate, reward, and coercive power
leaders have by virtue of their position

– When positional power is strong, leadership
opportunity becomes more favorable

10-20

Fiedler’s Contingency Theory of
Leadership

Figure 10.2 10-21

House’s Path-Goal Theory

A contingency model of leadership proposing the
effective leaders can motivate subordinates by:
1.Clearly identifying the outcomes workers are trying
to obtain from their jobs.
2.Rewarding workers for high-performance and goal
attainment with the outcomes they desire
3.Clarifying the paths to the attainment of the goals,
remove obstacles to performance, and express
confidence in worker’s ability.

10-22

House’s Path-Goal Theory

• Directive behaviors • Supportive behavior

– set goals, assign – look out for the
tasks, show how to worker’s best
do things interest

10-23

House’s Path-Goal Theory

• Participative • Achievement-
behavior oriented behavior

– give subordinates a – Setting very
say in matters that challenging goals,
affect them believing in worker’s
abilities

10-24

The Leader Substitutes Model

• Leadership Substitute

– A characteristic of a subordinate or characteristic
of a situation or context that acts in place of the
influence of a leader and makes leadership
unnecessary

10-25

The Leader Substitutes Model

• Possible substitutes can be found in:

– Characteristics of the subordinates: their skills,
experience, motivation.

– Characteristics of context: the extent to which
work is interesting and fun.

10-26

Transformational Leadership

• Leadership that:

– Makes subordinates aware of the importance of
their jobs and performance to the organization by
providing feedback to the worker

– Makes subordinates aware of their own needs for
personal growth and development

– Motivates workers to work for the good of the
organization, not just themselves

10-27

Being a Charismatic Leader

• Charismatic Leader

– An enthusiastic, self-confident transformational
leader who is able to clearly communicate his or
her vision of how good things could be

10-28

Intellectual Stimulation

• Intellectual Stimulation

– Behavior a leader engages in to make followers be
aware of problems and view these problems in
new ways, consistent with the leader’s vision

10-29

Developmental Consideration

• Developmental
Consideration

– Behavior a leader
engages in to
support and
encourage followers
and help them
develop and grow on
the job

10-30

Transactional Leadership

• Transactional Leaders

– Leaders that motivate subordinates by rewarding
them for high performance and reprimanding
them for low performance

10-31

Gender and Leadership

• The number of women managers is rising but
is still relatively low in the top levels of
management.

• Stereotypes suggest women are supportive
and concerned with interpersonal relations.
Similarly, men are seen as task-focused.

10-32

Emotional Intelligence and Leadership

• The Moods of Leaders:

– Groups whose leaders experienced positive
moods had better coordination

– Groups whose leaders experienced negative
moods exerted more effort

10-33

Emotional Intelligence and Leadership

• Emotional Intelligence

– Helps leaders develop a vision for their firm
– Helps motivate subordinates to commit to the

vision
– Energizes subordinates to work to achieve the

vision

10-34