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Leadership
Chapter Twelve
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
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
12-2
Leadership
Leader
 One who influences others to attain goals.
 The greater the number of followers, the greater
the influence
12-3
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
12-4
Vision
Vision
 A mental image of a
possible and
desirable future state
of the organization.
12-5
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.
12-6
Power and Leadership
Power
 The ability to influence others.
12-7
Sources of Power
12-8
Legitimate
Reward
ExpertReferent
Coercive
Sources of Power
12-9
Figure 12.1
Traditional Approaches to
Understanding Leadership
Trait approach
 A leadership perspective that attempts to
determine the personal characteristics that great
leaders share
12-10
Useful Leadership Characteristics
12-11
Drive
Leadership Motivation
Integrity
Self Confidence
Knowledge of the Business
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.
12-12
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.
12-13
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.
12-14
Leadership Grid
12-15
Figure 12.2
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.
12-16
The Vroom Model of Leadership
Vroom model
 A situational model
that focuses on the
participative
dimension of
leadership.
12-17
Figure 12.3
Situational Factors for
Problem Analysis
12-18
Table 12.2
Vroom’s Leader Decision Styles
12-19
Table 12.3
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.
12-20
Fiedler’s Analysis of Situations
12-21
Figure 12.4
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.
12-22
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.
12-23
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.
12-24
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.
12-25
The Path-Goal Framework
12-26
Figure 12.5
Substitutes for Leadership
Substitutes for
leadership
 Factors in the
workplace that can
exert the same
influence on
employees as leaders
would provide.
12-27
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.
12-28
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.
12-29
Contemporary Perspectives
on Leadership
Level 5 leadership
 A combination of strong professional will
(determination) and humility that builds
enduring greatness.
12-30
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
12-31
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
12-32
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.
12-33

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Principle and Practice of Management MGT Ippt chap012

  • 1. Leadership Chapter Twelve Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
  • 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 12-2
  • 3. Leadership Leader  One who influences others to attain goals.  The greater the number of followers, the greater the influence 12-3
  • 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 12-4
  • 5. Vision Vision  A mental image of a possible and desirable future state of the organization. 12-5
  • 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. 12-6
  • 7. Power and Leadership Power  The ability to influence others. 12-7
  • 10. Traditional Approaches to Understanding Leadership Trait approach  A leadership perspective that attempts to determine the personal characteristics that great leaders share 12-10
  • 11. Useful Leadership Characteristics 12-11 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. 12-12
  • 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. 12-13
  • 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. 12-14
  • 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. 12-16
  • 17. The Vroom Model of Leadership Vroom model  A situational model that focuses on the participative dimension of leadership. 12-17 Figure 12.3
  • 18. Situational Factors for Problem Analysis 12-18 Table 12.2
  • 19. Vroom’s Leader Decision Styles 12-19 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. 12-20
  • 21. Fiedler’s Analysis of Situations 12-21 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. 12-22
  • 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. 12-23
  • 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. 12-24
  • 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. 12-25
  • 27. Substitutes for Leadership Substitutes for leadership  Factors in the workplace that can exert the same influence on employees as leaders would provide. 12-27
  • 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. 12-28
  • 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. 12-29
  • 30. Contemporary Perspectives on Leadership Level 5 leadership  A combination of strong professional will (determination) and humility that builds enduring greatness. 12-30
  • 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 12-31
  • 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 12-32
  • 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. 12-33

Editor's Notes

  1. Two perspectives—what people want and what organizations need—are neatly combined in a set of five key behaviors identified by James Kouzes and Barry Posner, two well–known authors and consultants. 9 The best leaders 1. Challenge the process. They challenge conventional beliefs and practices, and they create change. 2. Inspire a shared vision. They appeal to people’s values and motivate them to care about an important mission. 3. Enable others to act. They give people access to information and give them the power to perform to their full potential. 4. Model the way. They don’t just tell people what to do, they are living examples of the ideals they believe in. 5. Encourage the heart. They show appreciation, provide rewards, and use various approaches to motivate people in positive ways.
  2. The leader with legitimate power has the right, or the authority, to tell others what to do; The leader who has reward power influences others because she controls valued rewards The leader with referent power has personal characteristics that appeal to others; The leader with coercive power has control over punishments; people comply to avoid those punishments The leader who has expert power has certain expertise or knowledge;