1. PowerPoint Presentation by Charlie Cook The University of West Alabama chapter 9 Copyright © 2009 South-Western/Cengage Learning. All rights reserved. Leading with Influence

2. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–2 Learning Outcomes 1. 1.State the differences among trait, behavioral, and situational leadership theorists. 2. 2.Explain why the terms manager and leader are not interchangeable. 3. 3.Describe leadership trait theory, and identify Ghiselli’s six significant leadership traits. 4. 4.Discuss the major similarity and difference between two- dimensional leadership styles and the Leadership Grid ®. 5. 5.Identify the management levels at which charismatic, transformational, transactional, symbolic, and servant leadership styles are most appropriate. After studying this chapter, you should be able to:

3. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–3 Learning Outcomes (cont’d) 6. 6.State the primary difference between the contingency leadership model and other situational approaches to leadership. 7. 7.Discuss the major criticism of both the leadership continuum model and the path-goal leadership model. 8. 8.Describe the major characteristic of the normative leadership model. 9. 9.Define the key terms listed at the end of the chapter. After studying this chapter, you should be able to:

4. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–4 IDEAS ON MANAGEMENT at American Express 1. 1.What leadership traits does Ken Chenault have? 2. 2.Which behavioral leadership styles does Ken Chenault use? 3. 3.Is Ken Chenault a charismatic, transformational, symbolic, and/or servant leader? 4. 4.Which situational leadership styles does Ken Chenault use? 5. 5.Is handling complaints important at American Express?

5. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–5 Leadership LeadershipLeadership  The process of influencing employees to work toward the achievement of organizational objectives. Leadership versus ManagementLeadership versus Management  Leadership is a functional activity incorporated within the broader scope of management activities.  Managers lacking the ability to influence others are not true leaders.

6. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–6 Leadership Trait Theory Leadership Trait TheoristsLeadership Trait Theorists  Attempt to determine a list of distinctive characteristics that account for leadership effectiveness.  Have been unsuccessful in identifying a universal set of traits that all leaders possess. The Ghiselli Study (1971)The Ghiselli Study (1971)  Concluded that certain traits are important to effective leadership: supervisory ability, need for occupational achievement, intelligence, decisiveness, self- assurance, and initiative.

7. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–7 Behavioral Leadership Theories Behavioral Leadership TheoristsBehavioral Leadership Theorists  Early researchers who attempted to identify the “best leadership style” for all situations.  Attempted to determine distinctive styles used by effective leaders.  Also focused on the relationship between leaders and followers. Leadership StyleLeadership Style  The combination of traits, skills, and behaviors managers use in interacting with employees.

8. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–8 Join the Discussion Ethics & Social Responsibility DilbertDilbert 1. Do you agree with Scott Adams that leadership is basically manipulation? 2. Do we really need leaders? 3. Is it ethical and socially responsible to make fun of CEOs?

9. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–9 Basic Leadership Styles Autocratic LeaderAutocratic Leader  One who makes all the decisions, tells employees what to do, and closely supervises employees.  Considered a Theory X-type leader. Democratic LeaderDemocratic Leader  One who encourages employee participation in decisions, works with employees to determine what to do, and does not closely supervise employees.  Considered a Theory Y-type leader.

10. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–10 Basic Leadership Styles (cont’d) Laissez-Faire LeaderLaissez-Faire Leader  One who takes a leave-employees-alone approach, allowing them to make the decisions and decide what to do, and does not follow up.

11. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–11 Two-Dimensional Leadership Styles Two-Dimensional Leadership StylesTwo-Dimensional Leadership Styles  Based on job structure and employee consideration, which result in four possible leadership styles.  The Ohio State University  Structuring –The extent to which the leader takes charge to plan, organize, lead, and control as the employee performs the task.  Consideration –The extent to which the leader communicates to develop trust, friendship, support, and respect.  University of Michigan  Job-centered –Analogous to structuring.  Employee-centered –Analogous to consideration.

12. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–12 Exhibit 9–1 ● The Ohio State University and University of Michigan Two- Dimensional Leadership Styles

13. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–13 The Leadership Grid ® The Leadership Grid ®The Leadership Grid ®  Identifies the ideal leadership style as incorporating a high concern for both production and people. Leadership StylesLeadership Styles  Impoverished management style (1, 1)  Authority-compliance management style (9, 1)  Country-club management style (1, 9)  Middle-of-the-road management style (5, 5)  Team management style (9, 9)

14. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–14 The Leadership Grid ® (Blake and McCanse)

15. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–15

16. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–16 Contemporary Perspectives Charismatic LeadershipCharismatic Leadership  A leadership style that inspires loyalty, enthusiasm, and high levels of performance. Transformational LeadershipTransformational Leadership  A leadership style that brings about continuous learning, innovation, and change. Transactional LeadershipTransactional Leadership  A leadership style based on exchange.

17. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–17 Contemporary Perspectives (cont’d) Symbolic LeadershipSymbolic Leadership  A leadership style based on establishing and maintaining a strong organizational culture. Servant LeadershipServant Leadership  A leadership style based on simultaneously meeting the needs and goals of employees and the goals of the organization.  Focuses on motivating employees by meeting their higher- level needs.  Motivates employees to go beyond role requirements and do what it takes to attain the goals of the organization.

18. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–18 Situational Approaches to Leadership Situational Leadership TheoristsSituational Leadership Theorists  Attempt to determine the appropriate leadership style for various situations.  Contingency leadership model  Leadership continuum model  Path-goal model  Normative leadership theory  Situational Leadership ® model  Leadership substitutes and neutralizers  “Should the leader change his/her style or should the situation be changed to fit the leader’s style?”

19. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–19 Contingency Leadership Model Contingency Leadership Model (Fiedler)Contingency Leadership Model (Fiedler)  Used to determine if one’s leadership style is task- or relationship-oriented and if the situation matches the leader’s style.  Leadership style  The Least Preferred Coworker (LPC) scale measures a leader’s task (job) or relationship (employee) orientation.  Situational favorableness  Leader-follower relations (good or poor?)  Task structure (structured or unstructured?)  Position power (strong or weak?)

20. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–20 Exhibit 9–2 ● Contingency Leadership Model

21. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–21

22. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–22 Leadership Continuum Model Leadership Continuum Model (Tannenbaum and Schmidt)Leadership Continuum Model (Tannenbaum and Schmidt)  Used to determine which of seven styles of leadership, on a continuum from autocratic (boss- centered) to participative (employee-centered), is best for a given situation.  Factors determining selection of style:  The leader’s preferred style  The subordinates’ preferred style for the leader  The situation –Organization’s size, structure, climate, goals, technology, and higher-level management leadership style and the time available

23. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–23 Exhibit 9–3 ● The Leadership Continuum Source: Adapted from Robert Tannenbaum and Warren Schmidt, “How to Choose a Leadership Pattern,” Harvard Business Review (May/June, 1973).

24. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–24

25. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–25 Path-Goal Model Path-Goal Model (House)Path-Goal Model (House)  Used to determine employee objectives and to clarify how to achieve them using one of four leadership styles.  Considers subordinates’ situational factors and environmental factors in determining a leadership style.  Leadership styles:  Directive –The leader provides high structure.  Supportive –The leader provides high consideration.  Participative –The leader considers employee input when making decisions.  Achievement-oriented –The leader sets difficult but achievable goals, expects subordinates to perform at their highest level, and rewards them for doing so

26. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–26 Exhibit 9–4 ● A Summary of Path-Goal Factors and Styles Situational Factors Subordinate authoritarianism locus of control ability Environmental task structure formal authority work group Situational Factors Subordinate authoritarianism locus of control ability Environmental task structure formal authority work group Goal Achievement Performance Satisfaction Goal Achievement Performance Satisfaction Leadership Styles Directive Supportive Participative Achievement-oriented Leadership Styles Directive Supportive Participative Achievement-oriented determinethat affect

27. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–27 Normative Leadership Model Normative Leadership Model (Vroom and Jago)Normative Leadership Model (Vroom and Jago)  A decision tree that enables the user to select one of five leadership styles appropriate for a situation.  Determination of leadership style is based on two factors:  The importance of individual versus group decisions (input and participation).  The importance of time-driven versus development-driven decisions (time-pressure and quality of decision).

28. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–28 Situational Leadership ® Model Situational Leadership ® Model (Hersey and Blanchard)Situational Leadership ® Model (Hersey and Blanchard)  Used to select one of four leadership styles that match the employees’ maturity level in a given situation.  Telling –Giving employees explicit directions about how to accomplish a task.  Selling –Explaining decisions to gain understanding.  Participating –Facilitating decision making among subordinates.  Delegating –Giving employees responsibility for their decisions and their implementation.

29. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–29

30. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–30 Exhibit 9–5 ● A Comparison of Behavioral and Situational Leadership Models

31. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–31 Leadership Substitutes Theory Substitutes for LeadershipSubstitutes for Leadership  Characteristics of the task, of subordinates, or of the organization that replace the need for a leader.  Subordinates—ability, knowledge, experience, training; need for independence, professional orientation; indifference toward organizational rewards  Task—clarity, routineness, invariant methodology; provision of feedback concerning accomplishment and of intrinsic satisfaction  Organization—formality; inflexibility; very specific advisory and staff functions; closely knit, cohesive work groups; rewards outside of the leader’s control; physical distance between superior and subordinates

32. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–32 Join the Discussion Ethics & Social Responsibility Leadership and GenderLeadership and Gender 1. Is it ethical and socially responsible to say that people of a particular gender make better leaders? 2. Do you think men and women lead in the same way, or not? 3. Are men or women more ethical and socially responsible as leaders? 4. Would you prefer to have a man or a woman as boss?

33. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–33 Exhibit 9–6 ● Steps in Addressing Employee Complaints

34. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–34 Exhibit 9–7 ● Steps in Addressing Customer Complaints

35. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.9–35 KEY TERMS leadershipleadership leadership trait theoristsleadership trait theorists behavioral leadership theoristsbehavioral leadership theorists leadership styleleadership style two-dimensional leadership stylestwo-dimensional leadership styles Leadership Grid ®Leadership Grid ® charismatic leadershipcharismatic leadership transformational leadershiptransformational leadership transactional leadershiptransactional leadership symbolic leadershipsymbolic leadership servant leadershipservant leadership situational approaches to leadershipsituational approaches to leadership contingency leadership modelcontingency leadership model leadership continuum modelleadership continuum model path-goal modelpath-goal model Situational Leadership ® modelSituational Leadership ® model substitutes for leadershipsubstitutes for leadership complaintcomplaint