1. Chapter 11
Leadership
“The ability to influence people toward the attainment of goals.” 1

2. Contemporary Leadership
The type of Leadership needed for maximum effectiveness evolves as:
The needs of the organization change
The external environment changes (e.g., technology, economic, labor, social and cultural)
Post-heroic approach – modest leaders rather than arrogant – put the organization ahead of themselves

3. Types of Leadership Theories
Universal
Traits (I)
Behaviors (II)
e.g., Ohio State, Leadership Grid (Blake & Mouton), Michigan
Contingency
Traits (III)
e.g., Fiedler
Behaviors (IV)
e.g., Hersey & Blanchard, 10

4. Type I Theories: Traits that Generally Differentiate Leaders from Nonleaders
Drive
Desire to Lead
Honesty and Integrity
Self-Confidence
Intelligence
Job-Relevant Knowledge
(Traits only provide the potential for leadership. They don’t guarantee it will happen.)

5. 2 Basic Leadership Styles (Types II, III, and IV Theories)
Category 1
Initiating Structure--
Job-Centered
Conc. for Production
Task-Oriented
Directive
Category 2
Consideration
Employee-Centered
Concern for People
Relationship-Oriented
Supportive 10

6. Ohio State Studies (Type II)
Consideration
Initiating Structure
(Leaders are supposedly Both, One, or Neither - Viewed as two different dimensions) 16

7. The Leadership Grid (Type II)
Concern for production measured on a scale of 1 to 9
Concern for people measured on a scale of 1 to 9
Team management (9,9) is often considered the most effective style for all managers. 22

8. Blake & Mouton’s Leadership Grid
High
Country Club Management
Team Management
Middle-of-the-Road Management
Concern for People
Authority-Compliance Management
Impoverished Management
Low
Low
Concern for Production
High 23

9. Michigan Studies (Type II)
Employee-Centered Leaders
Job-Centered Leaders
(Leaders are supposedly Either/OR, but NOT Both - These were viewed as opposite extremes of the same continuum - c.f., Fiedler) 19

10. Universal Behavioral Approaches (Type II Theories)
Recommendations:
Ohio State: Hi Initiating Structure & Hi Consideration
Managerial Grid (Texas): Hi Concern for Production & Hi Concern for People
Michigan: Hi Employee-Centered Leaders (not Hi Job-Centered Leaders) 15

11. Contingency Approaches
Identify relevant Situational Variables and what Leader Traits or Styles are appropriate for each. 24

12. Fiedler's Contingency Theory (Type III Theory)
Situational Variables
Leader-Member Relations
Good vs. Poor
Task Structure
Structured (High) vs. Unstructured (Low)
Leader Position Power
Strong vs. Weak
Leader Traits
Relationship-oriented (High LPC)
Task-oriented (Low LPC)
(Fiedler believed it is easier to change a situation than to change a leader’s characteristics) 25

13. Fiedler’s Recommendations
Task-oriented managers more effective in very favorable or very unfavorable situations.
Relationship-oriented managers more effective in moderately favorable situations. 24

14. Fiedler’s Contingency Model
GOOD POOR
HIGH LO W HIGH LOW S W
Leader-
Member
Relations
Task
Structure
Position
Power
Kinds of
Leadership
Situations
Very
Favorable
Unfavorable I II
III IV V VI
VII
VIII 1
Relationship-oriented managers most effective in IV, V, VI, VII.
Task-oriented managers most effective in I, II, III or VIII.

15. Hersey and Blanchard's Situational Theory
Situational Variables
Followers’ Readiness / Maturity is due to :
Ability
Willingness
Leader Behaviors
Task Behavior (High or Low)
Relationship Behavior (High or Low)
4 Combinations:
Telling (H-L)
Selling (H-H)
Participating (L-H)
Delegating (L-L) 29

16. Hersey & Blanchard’s Situ-ational Leadership (Type IV)
High
High
Relationship
and->->->
Low
Task
High
Task
<-<-<-and
Relationship
Participating
Selling
Relationship Behavior
Low
Relationship
<-<-<-and
Task
High
Task
and->->->
Low
Relationship
Telling
Delegating
Low
Task Behavior
High
Very High
High
Low
Moderate
Readiness R4 R3 R2 R1 28

17. Substitutes for Leadership
“Substitutes” (+) accomplish by other means what leaders do
“Neutralizers” (-) prevent leader from leading 47

18. Substitutes for Leadership
Organizational Variables
Formalization Rules (+)
Physical separation (-)
Task characteristics
Highly structured task (+)
Automatic feedback (+)
Group characteristics
Training/experience (+)
Group doesn’t value the rewards given (-) 47

19. Newer Leadership Approaches
These are outside the bounds of most of the highly developed leadership theories.
A leader may well fit into more than one of the categories. 49

20. Transactional Leader
This is the traditional view of leadership that the new approaches are contrasted with.
A leader who clarifies subordinates’ role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates. 50

21. Charismatic Leader Visionary Leader
A leader whose personality motivates subordinates to transcend their expected performance.
Visionary Leader
A leader who is able to imagine how the future could be and inspire followers to work toward creating that future. 51

22. Transformational Leader
A leader distinguished by a special ability to bring about innovation and change – by inspiring people, not by coercion.
Servant Leader
A leader who works to fulfill subordinates’ needs and goals - as a means to achieve the organization’s larger mission.

23. Level 5 Leader Interactive Leader
A leader with a combination of personal humility and resolve
More ambitious for their companies than for themselves
Interactive Leader
A leader who is concerned with consensus building, is open and inclusive, and encourages participation
Seems to be more prevalent among females 53

24. Authentic Leader Genuine – not putting on an act Ethical
People-oriented
Committed to the organization mission
Exhibits emotional intelligence 53

25. Bases of Social Power Positional - Likely Response
Legitimate - Compliance
Reward Compliance
Coercive Resistance
Personal
Referent Commitment
Expert Commitment
More Types of Power?
Information?
Association (from Networking)? 5

26. Fundamentals of Gaining Power
Gain power by making others dependent on you for:
Scarce Resources
Information
Solution of Important Problems
Reducing Uncertainty

27. Implications of Leadership Theories
Know your preferred Style.
Know and care about your Followers.
Know and care about the Task.
Understand the Environment affecting you and your followers.

28. Implications of Leadership Theories
Fit your Style to your Followers, the Task, and the Environment. (This may include making changes in S, F, T, or E.)
Enhance your Referent and Expert Power
Visualize the Future and prepare your Followers for it