1. What is Leadership? Organizational Leadership
An interpersonal process that involves attempts to influence other people in attaining organizational goals
Leadership behavior:
Can be shown by anyone
Is expected of most managers
Is part of effective management

2. What is Leadership? Effective leadership
Influence that assists an organization to meet its goals and perform successfully
Effective leaders:
Enable people to accomplish more than if there had been no such leadership
Unlock other people’s potential

3. Leading and Managing: The Same or Different?
Managers
Adapted from Exhibit 9.1
Leaders
Leaders and Managers
Managing ought to involve most of the activities thought of as leading
Organizations need their managers to incorporate leadership roles into their behavior

4. Does Leadership Differ Across National Cultures?
Some leader attributes are universally viewed as being either positive or negative
Some leader attributes are viewed as positive or negative depending on the culture
No best way to lead
Must take into account the characteristics of the leader, followers, and situation
Adapted from Exhibit 9.2

5. Leadership and Power Power The capacity or ability to influence
Power can:
Lead to greater capacity to influence
Be used to overcome resistance
Be abused and lead to undesirable consequences
Produce positive outcomes if used skillfully

6. Types of Power Position Power Personal Power
Legitimate—How much authority does the organization give to your position?
Reward—Are you able to give others the rewards they want?
Coercive—Are you able to punish others or withhold rewards?
Personal
Power
Expert—Do you have knowledge that others need?
Referent—Do others respect you and want to be like you?
Adapted from Exhibit 9.3

7. Four Key Issues in Using Power
How much power should be used?
Should power
be shared?
Which types of power should be used?
How can power
be put to use?

8. The Leadership Process and the Locus of Leadership
Three leadership variables:
The leader
The situation
The followers
Locus of leadership:
Where the three variables intersect
Locus of
Leadership

9. Traits of Effective Leadership
Drive
Achievement, ambition, energy, tenacity, initiative
Emotional maturity
Even tempered, calm under stress, unself-centered, nondefensive
Motivation to Lead
Desire to influence others, comfortable using power
Honesty and Integrity
Trustworthy, open, forthright
Leader
Self-confidence
Set high goals for self and others, optimistic about overcoming obstacles (if taken to extreme, can lead to arrogance and sense of infallibility)
Adapted from Exhibit 9.7

10. Charismatic Leadership
Is a strong form of referent power
Is based on individual inspirational qualities rather than formal power
Generates followers who identify with charismatic leaders because of these exceptional qualities
Is rare; very few people are considered truly “charismatic”

11. Leaders’ Skills TECHNICAL SKILLS Specialized knowledge
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical
abilities
EMOTIONAL INTELLIGENCE
Self-awareness, self-regulation, motivation,
empathy and social skill
SOCIAL INTELLIGENCE
Ability to “read” other people
Adapted from Exhibit 9.9

12. Two fundamental types of leader behaviors
Leaders’ Behaviors
Two fundamental types of leader behaviors
Task Behaviors
Specifies roles and tasks
Schedules work
Sets performance standards
Develops procedures
People Behaviors
Is friendly and supportive
Shows trust and confidence in subordinates
Shows concern for subordinates’ welfare
Gives recognition to subordinates for accomplishments

13. Leadership Approaches Based on Leader’s Behavior
BLAKE & MOUTON: MANAGERIAL GRID
Best managers are both task- and people-oriented
TRANSFORMATIONAL LEADERSHIP
Leaders who inspire followers to make major changes or to achieve
at very high levels
TRANSACTIONAL LEADERSHIP
Emphasizes the exchange of rewards for followers’ compliance

14. Managerial Grid
Focuses on two leadership behaviors: concern for people and concern for results
Leaders can be
High in both
Low in both
In the middle on both
High in one, low in the other
Low
High 9 8 7 6 5 4 3 2 1
Good
Leaders
Mediocre
Leaders
Concern for People
Poor
Leaders 1 2 3 4 5 6 7 8 9
Low
High
Concern for Results

15. Transformational Leadership
Empower and coach followers
Motivate followers to:
Ignore self-interest
Work for the larger good of the organization
Achieve significant accomplishments
Make major changes

16. Transactional Leadership
Is more passive
Emphasizes exchange or rewards or benefits for compliance with leader’s requests
Appeals to followers’ self-interests to motivate their performance
Routine changes

17. The Leadership Process and Followers’ Behaviors
Important points about followers:
They can impact a leader’s success
They can affect the leader’s style and success
They may be as informed as leaders and may share power with them
Usually have lower formal authority
Leaders are usually followers of someone else
They have implicit leadership theories

18. Leadership Approaches Based on Follower’s Behavior
HERSEY AND BLANCHARD: SITUATIONAL LEADERSHIP MODEL
Focuses on followers’ “readiness” to engage in learning new tasks
LEADER-MEMBER EXCHANGE (LMX) THEORY
Focuses on types of relationships between a leader and a follower

19. Situational Leadership Model
Leadership behaviors depend on “readiness” of followers
Ability in a new task
Willingness to undertake the new task
Leadership behaviors
Supportiveness (people orientation)
Directiveness (task orientation)

20. Leader-Member Exchange Theory
Quality of the leader-member relationship can influence behavior of subordinates
Leader should build a strong, mutually beneficial relationship
Relationship goes through stages:
Stranger
Acquaintance
Maturity

21. Leader-Member Relationships
stage
Relationship Characteristics
Stranger
Acquaintance
Maturity
Relationship-
building phase
Quality of leader-
member exchange
Amounts of
reciprocal Influence
Focus of interest
Role-
Finding
Low
None
Self
Role-
Making
Medium
Limited
Role-
Implementation
High
Almost
Unlimited
Team
Time

22. The Situation Situational variables affecting leadership are:
Tasks to be performed
If task changes, leadership style changes
Unstructured task done by experts  supportive leadership
Structured task done by inexperienced people  directive leadership
Organizational context
Immediate work group + larger organization
Organizational culture influences leadership style
Also strategy, structure, HR practices, controls

23. Leadership Approaches Based on Situation
FIEDLER: CONTINTENCY LEADERSHIP MODEL
Focuses on type of leader and the degree of favorability of the situation
HOUSE: PATH-GOAL THEORY
Use leadership approach based on both subordinate skills and situation

24. Leadership Contingency Theory
Premise: Leadership effectiveness depends on
1) favorability of situation and 2) type of leader
FAVORABLE SITUATION
Good subordinate relationships
Highly structured task
High amount of position power
UNFAVORABLE SITUATION
Poor subordinate relationships
Unstructured task
Leader lacks position power
TASK-ORIENTED LEADERS
Do best when the situation is either:
Highly favorable, or
Highly unfavorable
PEOPLE-ORIENTED LEADERS
Do best when the situation is either:
Moderately favorable, or
Moderately unfavorable

25. Path-Goal Theory
Leader’s job is to increase subordinate satisfaction and effort
Assumes that:
One leadership approach will work better in some task situations than others
Leaders can modify their styles to suit the situation
Two basic leadership behaviors:
Supportive
Directive

26. Path-Goal Theory IF AND IF AND The task is:
Frustrating, boring, stressful, structured, and routine
Supportive Leadership Style
(Person oriented)
AND
Subordinates are:
Highly experienced and competent
Goal
(i.e., increased performance) IF
The task is:
Interesting but ambiguous, nonstressful, unstructured, varied
Directive
Leadership Style
(Task oriented)
AND
Subordinates are:
inexperienced
Adapted from Exhibit 9.14

27. Substitutes for Leadership