1. Knowledge Objectives
Understand perspectives on leadership, and how effective leadership might depend upon ...
Traits
Behaviors
Situations (Fiedler’s contingency theory)
Transactions between leaders and followers (e.g., “path-goal” leadership)
Transformational activity - charisma

2. Knowledge Objectives Identify the bases of power in organizations
Describe how power can be diagnosed and acquired in organizations

3. Leadership Leadership Defined Formal Leadership Informal Leadership
The process of inspiring, influencing, and guiding others to participate in a common effort.
Formal Leadership
The process of influencing relevant others to pursue official organizational objectives.
Informal Leadership
The process of influencing other to pursue unofficial objectives that may or may not serve the organization’s interests.

4. Leadership as Traits Trait Theory
The search for universal traits possessed by all leaders.
An early trait profile found moderate agreement on five traits
Intelligence
Scholarship
Dependability in exercising responsibilities
Activity and social participation
Socioeconomic status

5. Leadership as Traits
A Modern Trait Profile: Leaders with Emotional Intelligence
Emotional Intelligence (EI): the ability to monitor and control one’s emotions and behavior in complex social settings.
Leadership traits associated with EI
Self-awareness
Self-management
Social awareness
Relationship management

6. Leadership as Traits
The Controversy Over Male and Female Leadership Traits
Rosener’s research: Female leaders are better at sharing power and information.
Later research found no significant differences in the leadership styles of men and women.
Women did not fit the female stereotype.
Men did not fit the male stereotype.

7. Leadership as Behavior
Behavioral Styles Theory
WWII studies of the patterns of leader behaviors (leadership styles) rather than who the leader was (traits).
Democratic style
Authoritarian style
Laissez-faire (hands-off style)

8. Leadership as Behavior
The Ohio State Model
Initiating structure: leader’s efforts to get things organized and get things done.
Consideration: the degree of trust, friendship, respect, and warmth that the leader extended to subordinates.
Identified four leadership styles
Low structure, high consideration
High structure, high consideration
Low structure, low consideration
High structure, low consideration

9. Leadership as Behavior
The Leadership Grid®
The belief that there is one best style of leadership.
Concern for production: the desire to achieve greater output, cost-effectiveness, and profits.
Concern for people: promoting friendships, helping coworkers get the job done, and attending to things that matter to people.

10. Leadership - dependent on the situation
Fiedler’s Contingency Theory
Performance of the leader depends on
the degree to which the situation gives the leader control and influence (favorableness of the situation).
the leader’s basic motivation to either accomplish the task or having supportive relationships with others (task or relationship motivation).
The challenge is to match the leader with a suitable situation: easier to move the leader than to change the leader’s style.

11. Leadership as exchange
Path-Goal Theory
Derived from expectancy motivation theory.
Effective leaders enhance employee motivation by
clarifying perceptions of work goals.
linking rewards to goal attainment.
explaining how goals and rewards can be achieved.
Leadership styles
Directive
Supportive
Participative
Achievement-oriented

12. Leadership as Transformation
Transformational Leadership Theory
Transformational leaders
Are capable of charting new courses for their organization.
Are visionaries who challenge people to do exceptional things, above and beyond the plan.
Transactional leaders
Monitor people to so they do the expected, according to plan in order to maintain the status quo.
Get people to do things by offering a reward or threatening them with a punishment.

13. Behavior Modification
Behaviorism
The belief that observable behavior is more important than inner states (needs, motive, or expectations).
Favorable consequences encourage behavior, whereas unfavorable consequences discourage behavior.
Operant Conditioning
The study of how behavior is controlled by the surrounding environment.

14. Behavior Modification (cont’d)
What Is Behavior Modification?
The practical application of operant conditioning techniques to everyday behavior problems.
The systematic management of environmental factors to get people to do the right things more often and the wrong things less often.
Managing the the antecedents and/or consequences of observable behavior.

15. Behavior Modification (cont’d)
Managing Antecedents
Antecedent: an environmental cue for a specific behavior.
Cue control: controlling the presentation of cues to elicit the desired behaviors at specific places and times.
Managing antecedents is a way of encouraging good performance.

16. Behavior Modification (cont’d)
Managing Consequences
Positive reinforcement: encouraging a behavior with a pleasing consequence.
Negative reinforcement: encouraging a behavior by immediately withdrawing or terminating a displeasing consequence.
Extinction: discouraging a behavior by ignoring it.
Punishment: discouraging a behavior by the immediate presentation of an undesirable consequence or the withdrawal of something desirable.

17. Behavior Modification (cont’d)
Positively Reinforce What Is Right About Job Performance
Build up desirable job behaviors by reinforcing the desirable counterpart to an undesirable behavior.
Focus on the the positive aspects of job performance.
Schedule Reinforcement Appropriately
Continuous reinforcement: every instance of a behavior is rewarded.
Intermittent reinforcement: rewarding some, but not all, instances of a behavior; the most effective form of reinforcement.

18. Influence - the exercise of power in the workplace
Any attempt by a person to change the behavior of superiors, peers, or lower-level employees.
Is not inherently good or bad.
Can be used for purely selfish reasons.
Can be used to subvert organizational objectives.
Can be used to enhance organizational effectiveness.

19. Power
What Is Power?
The ability to marshal the human, informational, and material resources to get something done.
Power affects
Decisions
Behavior
Situations
Types of power
Power over: the ability to dominate.
Power to: ability to act freely.
Power from: ability to resist the demands of others.

20. Power (cont’d) Five Bases of Power
Reward power: having the ability to grant rewards.
Coercive power: gaining compliance through threats or punishment.
Legitimate power: gaining compliance based on the power associated with holding a superior position.
Referent power: gaining compliance based on charisma or personal identification.
Expert power: gaining compliance based on the ability to dispense valued information.

21. Power (cont’d) Diagnosing and Using Power
used between moderately dependent people/groups
can assess who has it; often symbolic
control over resources, info, authority
help others attain power (norms of reciprocity)
Delay, speed, restructure

22. Influence and Power Eight Generic Influence Tactics Consultation
Rational persuasion
Inspirational appeals
Ingratiating tactics
Coalition tactics
Pressure tactics
Upward appeals
Exchange tactics