1. Leadership
Chapter Twelve
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2. Learning Objectives
LO 1 Discuss what it means to be a leader
LO 2 Summarize what people want and what organizations need
from their leaders
LO 3 Explain how a good vision helps you be a better leader
LO 4 Identify sources of power in organizations
LO 5 List personal traits and skills of effective leaders
LO 6 Describe behaviors that will make you a better leader and
identify when the situation calls for them
LO 7 Distinguish between charismatic and transformational leaders
LO 8 Describe types of opportunities to be a leader in an
organization
LO 9 Discuss how to further your own leadership development
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3. Leadership
Leader
 One who influences others to attain goals.
 The greater the number of followers, the greater
the influence
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4. Key Leadership Behaviors
1. Challenge the process
2. Inspire a shared vision
3. Enable others to act
4. Model the way
5. Encourage the heart
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5. Vision
Vision
 A mental image of a
possible and
desirable future state
of the organization.
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6. Leading and Managing
Supervisory
leadership
 Behavior that
provides guidance,
support, and
corrective feedback
for day-to-day
activities.
Strategic leadership
 Behavior that gives
purpose and
meaning to
organizations,
envisioning and
creating a positive
future.
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7. Power and Leadership
Power
 The ability to influence others.
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8. Sources of Power
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Legitimate
Reward
ExpertReferent
Coercive

9. Sources of Power
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Figure 12.1

10. Traditional Approaches to
Understanding Leadership
Trait approach
 A leadership perspective that attempts to
determine the personal characteristics that great
leaders share
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11. Useful Leadership Characteristics
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Drive
Leadership Motivation
Integrity
Self Confidence
Knowledge of the Business

12. Leader Behaviors
Behavioral approach
 A leadership perspective that attempts to
identify what good leaders do—that is, what
behaviors they exhibit.
Task performance behaviors
 Actions taken to ensure that the work group or
organization reaches its goals.
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13. Group Maintenance
Group maintenance
behaviors
 Actions taken to
ensure the
satisfaction of group
members, develop
and maintain
harmonious work
relationships, and
preserve the social
stability of the group
Leader-Member
Exchange (LMX)
theory
 Highlights the
importance of leader
behaviors not just
toward the group as
a whole but toward
individuals on a
personal basis.
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14. Participation in Decision Making
Autocratic leadership
 A form of leadership in which the leader makes
decisions on his or her own and then announces
those decisions to the group
Democratic leadership
 A form of leadership in which the leader solicits
input from subordinates.
Laissez-faire
 leadership philosophy characterized by an absence
of managerial decision making.
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15. Leadership Grid
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Figure 12.2

16. Situational 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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17. The Vroom Model of Leadership
Vroom model
 A situational model
that focuses on the
participative
dimension of
leadership.
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Figure 12.3

18. Situational Factors for
Problem Analysis
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Table 12.2

19. Vroom’s Leader Decision Styles
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Table 12.3

20. Fiedler’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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21. Fiedler’s Analysis of Situations
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Figure 12.4

22. Fiedler’s Contingency Model
Task-motivated
leadership
 Leadership that
places primary
emphasis on
completing a task.
Relationship-
motivated leadership
 Leadership that
places primary
emphasis on
maintaining good
interpersonal
relationships.
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23. Hersey and Blanchard’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.
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24. Hersey and Blanchard’s
Situational Theory
Job maturity
 The level of the
employee’s skills and
technical knowledge
relative to the task
being performed.
Psychological
maturity
 An employee’s self-
confidence and self-
respect.
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25. Path-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.
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26. The Path-Goal Framework
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Figure 12.5

27. Substitutes for Leadership
Substitutes for
leadership
 Factors in the
workplace that can
exert the same
influence on
employees as leaders
would provide.
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28. Contemporary 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.
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29. Contemporary Perspectives
on Leadership
Transformational leader
 A leader who motivates people to transcend
their personal interests for the good of the
group.
Transactional leaders
 Leaders who manage through transactions, using
their legitimate, reward, and coercive powers to
give commands and exchange rewards for
services rendered.
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30. Contemporary Perspectives
on Leadership
Level 5 leadership
 A combination of strong professional will
(determination) and humility that builds
enduring greatness.
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31. Authenticity
Authentic leadership
 A style in which the
leader is true to
himself or herself
while leading
Pseudo-
transformational
leaders
 Leaders who talk
about positive
change but allow
their self-interest to
take precedence over
followers’ needs
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32. Opportunities for Leaders
Servant-leader
 A leader who serves
others’ needs while
strengthening the
organization.
Intergroup leader
 A leader who leads
collaborative
performance
between different
groups or
organizations
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33. Opportunities for Leaders
Shared leadership
 Rotating leadership,
in which people
rotate through the
leadership role based
on which person has
the most relevant
skills at a particular
time.
Lateral leadership
 Style in which
colleagues at the
same hierarchical
level are invited to
collaborate and
facilitate joint
problem solving.
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