1. McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
LeadershipLeadership
Chapter TwelveChapter Twelve

2. LeadershipLeadership
 Leader
 One who influences others to attain goals.
 The greater the number of followers, the greater
the influence
12-2

3. VisionVision
 Vision
 A mental image of a
possible and desirable
future state of the
organization.
12-3

4. Sources of PowerSources of Power
12-4
Figure 12.1

5. Traditional Approaches toTraditional Approaches to
Understanding LeadershipUnderstanding Leadership
 Trait approach
 A leadership perspective that attempts to
determine the personal characteristics that great
leaders share
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6. Leader BehaviorsLeader Behaviors
 Behavioral approach
 A leadership perspective that attempts to identify
what good leaders do—that is, what behaviors
they exhibit.
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7. Questions Assessing Task PerformanceQuestions Assessing Task Performance
and Group Maintenance Leadershipand Group Maintenance Leadership
12-7Table 12.1

8. Situational Approaches to LeadershipSituational Approaches to Leadership
 Situational approach
 Leadership perspective proposing that universally
important traits and behaviors do not exist, and
that effective leadership behavior varies from
situation to situation.
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9. The Vroom Model of LeadershipThe Vroom Model of Leadership
 Vroom model
 A situational model
that focuses on the
participative
dimension of
leadership.
12-9
Figure 12.3

10. FiedlerFiedler’s Contingency Model’s Contingency Model
 Fiedler’s contingency model of leadership
effectiveness
 A situational approach to leadership postulating
that effectiveness depends on the personal style
of the leader and the degree to which the
situation gives the leader power, control, and
influence over the situation.
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11. FiedlerFiedler’s Analysis of Situations’s Analysis of Situations
12-11Figure 12.4

12. Hersey and BlanchardHersey and Blanchard’s Situational Theory’s Situational Theory
 Hersey and Blanchard’s situational theory
 A life-cycle theory of leadership postulating that a
manager should consider an employee’s
psychological and job maturity before deciding
whether task performance or maintenance
behaviors are more important.
12-12

13. Path-Goal TheoryPath-Goal Theory
 Path-goal theory
 A theory that concerns how leaders influence
subordinates’ perceptions of their work goals and
the paths they follow toward attainment of those
goals.
12-13

14. The Path-Goal FrameworkThe Path-Goal Framework
12-14
Figure 12.5

15. Contemporary Perspectives on LeadershipContemporary Perspectives on Leadership
 Charismatic leader
 A person who is dominant, self-confident,
convinced of the moral righteousness of his
beliefs, and able to arouse a sense of excitement
and adventure in followers.
12-15