2. 10-2
Learning Objectives
LO10-1 Explain what leadership is, when leaders are
effective and ineffective, and the sources of
power that enable managers to be effective
leaders.
LO10-2 Identify the traits that show the strongest
relationship to leadership, the behaviors
leaders engage in, and the limitations of the
trait and behavioral models of leadership
3. 10-3
Learning Objectives (cont.)
LO10-3 Explain how contingency models of leadership
enhance our understanding of effective
leadership and management in organizations
LO10-4 Describe what transformational leadership is,
and explain how managers can engage in it
LO10-5 Characterize the relationship between gender
and leadership and explain how emotional
intelligence may contribute to leadership
effectiveness.
4. 10-4
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
5. 10-5
The Nature of Leadership
Leader
An individual who is
able to exert
influence over other
people to help
achieve group or
organizational goals
6. 10-6
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
7. 10-7
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
9. 10-9
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
11. 10-11
Question?
What type of power is the ability of a manager
to give or withhold tangible and intangible
rewards?
A. Reward
B. Coercive
C. Expert
D. Legitimate
12. 10-12
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
13. 10-13
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
14. 10-14
Power: The Key to Leadership
Referent Power
Power that comes from subordinates’ and
coworkers’ respect, admiration, and loyalty.
15. 10-15
Empowerment: An Ingredient in
Modern Management
Empowerment
the process of giving employees at all levels the
authority to make decisions, be responsible for
their outcomes, improve quality, and cut costs
16. 10-16
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
17. 10-17
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.
18. 10-18
Question?
Which leadership model identifies the two basic
types of behavior that many leaders engaged in
to influence their subordinates?
A. Fiedler
B. Path-Goal
C. Behavioral
D. Trait
19. 10-19
The Behavior Model
Behavioral Model
Identifies the two basic types of behavior that
many leaders engaged in to influence their
subordinates
20. 10-20
The Behavior Model
Consideration
behavior indicating
that a manager
trusts, respects, and
cares about
subordinates
Initiating structure
behavior that
managers engage in
to ensure that work
gets done,
subordinates perform
their jobs acceptably,
and the organization
is efficient and
effective
21. 10-21
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
22. 10-22
Contingency Models of Leadership
Fiedler’s Model
Personal characteristics can influence leader
effectiveness
Leader style is the manager’s characteristic
approach to leadership
23. 10-23
Contingency Models of Leadership
Relationship-
oriented style
leaders concerned
with developing good
relations with their
subordinates and to
be liked by them.
Task-oriented style
leaders whose
primary concern is to
ensure that
subordinates perform
at a high level and
focus on task
accomplishment
24. 10-24
Fiedler’s Model
Leader–member relations
The extent to which followers like, trust, and are
loyal to their leader; a determinant of how
favorable a situation is for leading.
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
25. 10-25
Fiedler’s Model
Position Power
the amount of legitimate, reward, and coercive power
leaders have by virtue of their position
Leadership situations are more favorable for
leading when position power is strong.
27. 10-27
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.
28. 10-28
House’s Path-Goal Theory
Directive behaviors
setting goals,
assigning tasks,
showing subordinates
how to complete
tasks, and taking
concrete steps to
improve performance
Supportive behavior
expressing concern
for subordinates and
looking out for their
best interests
30. 10-30
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
31. 10-31
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.
32. 10-32
Transformational Leadership
Transformational leadership
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
33. 10-33
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
37. 10-37
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.
Men are stereotypically viewed as being
directive and focused on task accomplishment.
38. 10-38
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
39. 10-39
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
40. 10-40
Video: Japan CEO
Why does the CEO of Japan Airlines take a
bus to work?
What style of leadership does, CEO Naruka
Nishimatsu, exhibit to his employees?
