1. Chapter 14
Leadership

2. The Nature of Leadership
Exerting influence over others
Inspiring, motivating and directing the activities of others to achieve group goals
Leader
An individual who is able to exert influence over other people to help achieve group goals
MGMT 321 – Chapter 14

3. The Nature of Leadership
Personal Leadership Style
Specific ways a manager chooses to exert influence
Shapes the way the manager approaches the principal tasks of management
The challenge is to develop an effective personal management style
Managers vs. Leaders
Managers establish and implement procedures
Leaders look to the future
MGMT 321 – Chapter 14

4. Leadership Across 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
MGMT 321 – Chapter 14

5. Types of Power
MGMT 321 – Chapter 14

6. Empowerment
Giving employees the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs
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
MGMT 321 – Chapter 14

7. Trait Leadership Model
Attempt to identify personal traits that cause for effective leadership.
Research shows that certain personal characteristics do appear to be connected to effective leadership.
Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.
MGMT 321 – Chapter 14

8. Behavioral Leadership Model
Identifies the two basic types of behavior that leaders use to influence their subordinates
Consideration
Show subordinates they trust, respect, and care about them
Managers look out for the well-being of their subordinates
Initiating
Take steps to make sure that work gets done
Managers assign tasks to groups and let subordinates know what is expected of them
MGMT 321 – Chapter 14

9. Contingency Models of Leadership
The situation helps to determine the effectiveness of the leader
The result of the interplay between
What the manager
is like
What he does
The situation in which
leadership takes place
MGMT 321 – Chapter 14

10. Fiedler’s Model
Effective leadership is contingent on style of leadership and situational characteristics
Leadership style
The enduring, characteristic approach to leadership that a manager uses
Relationship-oriented leaders are concerned with developing good relations with their subordinates
Task-oriented leaders are concerned with ensuring that subordinates perform at a high level
MGMT 321 – Chapter 14

11. Fiedler’s Model Situation Characteristics
Leader-member relations is the extent to which followers like, trust, and are loyal to their leader
Task structure is the extent to which the work to be performed is clear-cut
Position Power is the amount of legitimate, reward, and coercive power leaders have due to their position
MGMT 321 – Chapter 14

12. Fiedler’s Model
MGMT 321 – Chapter 14

13. House’s Path-Goal Theory
Effective leaders can motivate subordinates to achieve goals by:
Clearly identifying the outcomes that subordinates are trying to obtain
Rewarding subordinates with these outcomes for high-performance
Clarifying the paths leading to the attainment of work goals
MGMT 321 – Chapter 14

14. House’s Path-Goal Theory
Four leadership behaviors:
Directive behaviors set goals, assign tasks, show how to do things
Supportive behaviors look out for the worker’s best interest
Participative behaviors give subordinates a say in matters that affect them
Achievement-oriented behaviors set very challenging goals
Behavior to be used depends on the subordinates and the kind of work
MGMT 321 – Chapter 14

15. The Leader Substitutes Model
Leadership Substitute
Acts in the place of a leader and makes leadership less necessary
Worker empowerment or self-managed work teams reduce leadership needs
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
MGMT 321 – Chapter 14

16. Transformational Leadership
Uses referent and expert power to motivate subordinates
Helps subordinates understand the importance of their jobs for the organization to attain its goals
Helps subordinates become aware of personal growth, development, and accomplishment needs
Encourages subordinates to work for the good of the organization
MGMT 321 – Chapter 14

17. Charismatic Leaders
Enthusiastic, self-confident transformational leaders
Able to clearly communicate his vision of how good things could be
Characteristics
Excited and clearly communicates excitement
Openly shares information with employees
Empowers workers to help with solutions
Engages in the development of employees
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18. Transactional Leadership
Use their reward and coercive powers to encourage high performance
Exchange rewards for performance and punish failures
Push subordinates to change but do not seem to change themselves
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19. Gender and Leadership
The number of women managers is rising but is still relatively low
Stereotypes suggest women are supportive and concerned with interpersonal relations
Similarly, men are seen as task-focused
Research indicates that there is no gender-based difference in leadership effectiveness
Women adopt a participative approach to overcome resistance to them as managers
MGMT 321 – Chapter 14

20. Emotional Intelligence and Leadership
Helps develop a vision
Helps motivate subordinates to commit
Energizes subordinates to work towards the vision
The Moods of Leaders:
Groups whose leaders experienced positive moods had better coordination
Groups whose leaders experienced negative moods exerted more effort
MGMT 321 – Chapter 14