2. Read “When to stand on your head and other tips from the top”, p
The leader’s life – what’s it like? Create an adjective list:
Are leaders sometimes overwhelmed with information? How do you handle information overload?
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3. Chapter Learning Objectives After studying this chapter you should be able to:
Describe the nature of leadership and relate leadership to management.
Discuss and evaluate the three generic approaches to leadership – traits, behaviors, situations.
Identify and describe a major situational approaches to leadership.
Describe three emerging approaches to leadership.
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4. The Nature of Leadership
People who can influence the behaviors of others without having to rely on force.
People who are accepted as leaders by others.
Process: what leaders actually do.
Use noncoercive influence to shape the group’s or organization’s goals.
Motivate others’ behavior toward goals.
Help to define organizational culture.
Property: who leaders are.
The set of characteristics attributed to individuals perceived to be leaders.
Who is a LEADER to you personally? Why?
What’s the difference between
LEADERSHIP
And
MANAGEMENT?
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5. Distinctions Between Management and Leadership
Activity
Management
Establishing direction and vision for the organization
Creating an agenda
Planning and budgeting, allocating resources
Aligning people through communications and actions that provide direction
Developing a human network for achieving the agenda
Organizing and staffing, structuring and monitoring implementation
Motivating and inspiring by satisfying needs
Executing plans
Controlling and problem solving
Produces useful change and new approaches to challenges
Outcomes
Produces predictability and order and attains results
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6. Distinctions between Management and Leadership
Table 11.1
Distinctions between Management and Leadership
Activity
Management
Leadership
Creating an agenda
Planning and budgeting: Establishing detailed steps and timetables for achieving needed results; allocating the resources necessary to make those needed results happen
Establishing direction: Developing a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision
Developing a human network for achieving the agenda
Organizing and staffing: Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation
Aligning people: Communicating the direction by words and deeds to everyone whose cooperation may be needed to influence the creation of teams and coalitions that understand the visions and strategies and accept their validity
Executing plans
Controlling and problem solving: Monitoring results versus planning in some detail, identifying deviations, and then planning and organizing to solve these problems
Motivating and inspiring: Energizing people to overcome major political, bureaucratic, and resource barriers by satisfying very basic, but often unfulfilled, human needs
Outcomes
Produces a degree of predictability and order and has the potential to produce consistently major results expected by various stakeholders (for example, for customers, always being on time; or, for stockholders, being on budget)
Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (for example, new products that customers want, or new approaches to labor relations that help make a firm more competitive)
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7. Management vs. Leadership
The major differences between the leader and the manager relate to their source of power and level of compliance.
Management Power:
Comes from organizational structure.
Promotes stability, order, and problem solving within the structure.
Leadership Power:
Comes from personal sources, such as personal interests, goals, and values.
Promotes vision, creativity, and change.

8. Types of Power in Organizations
Legitimate
Reward
Coercive
Expert
Referent
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9. Power is the ability to affect the behavior of others.
Power and Leadership
Power is the ability to affect the behavior of others.
Legitimate power
Power granted through the organizational hierarchy.
Reward power
The power to give or withhold rewards.
Coercive power
The capability to force compliance by means of psychological, emotional, or physical threat.
Referent power
The personal power that accrues to someone based on identification, imitation, loyalty, or charisma.
Expert power
Power derived from the possession of information or expertise.
Which types of power are related to your POSITION? Which types of power are PERSONAL?
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10. Consequences of Power Commitment Compliance Resistance Reward Power
Legitimate Power
Coercive
Power
Expert
Referent
Resistance
Compliance
Sources of Power
Consequences of Power

11. What form of power?

12. What form of power?

13. What form of power?

14. What form of power?

15. What form of power?

16. Management Challenge Question
How would you rank the effectiveness of the forms of power that are used by managers when their subordinates are the same age as you are now?
Which type of power is most effective? Why?
Which type of power is the least effective? Why?
What does your ranking reveal about how the use of power by managers is changing (or must change) in today’s organization?
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17. Generic Approaches to Leadership
Leadership Traits Approach
Assumed that a basic set of personal traits that differentiated leaders from nonleaders could be used to identify and predict who would become leaders.
Could not establish empirical relationships between traits and persons regarded as leaders.
Leadership Behaviors Approach
Assumed that effective leaders somehow behaved differently from ineffective leaders.
Was intended to develop a fuller understanding of leadership behaviors.
Situational Approach
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18. Leadership Traits Physical characteristics Energy Physical stamina
Physical characteristics
Energy
Physical stamina
Personality
Self-confidence
Honesty and integrity
Enthusiasm
Desire to lead
Independence
Work-related characteristics
Achievement drive, desire to excel
Conscientiousness in pursuit of goals
Persistence against obstacles, tenacity
Social background
Education
Mobility
Intelligence and ability
Judgment, cognitive ability
Knowledge
Judgment, decisiveness
Social characteristics
Sociability, interpersonal skills
Cooperativeness
Ability to enlist cooperation
Tact, diplomatic

19. Approaches to Leadership
Job-centered behavior
Employee-centered behavior
Initiating-structure behavior
Consideration behavior
Leadership Behaviors Studies
Michigan Studies
Ohio State Studies
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20. Michigan Studies (Rensis Likert)
Identified two forms of leader behavior
Job-centered behavior
Managers who pay close attention to subordinates’ work, explain work procedures, and are keenly interested in performance.
Employee-centered behavior
Managers who focus on the development of cohesive work groups and employee satisfaction.
The two forms of leader behaviors were considered to be at opposite ends of the same continuum.
Can you really be only one or the other? Job- centered? Or employee centered? Do you know people who are one or the other?
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21. Ohio State Studies
Identified two basic leadership styles that can be exhibited simultaneously:
Initiating-structure behavior
The leader defines leader-subordinate role expectations, formalizes communications, and sets working agenda.
Consideration behavior
The leader shows concern for subordinates and attempts to establish a friendly and supportive climate.
Initial assumption was that the most effective leaders exhibit high levels of both behaviors.
Can people really be BOTH?
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22. Blake and Mouton’s Managerial Grid
FIGURE 11.1
The Managerial Grid
Blake and Mouton’s Managerial Grid
What two behaviors are on the axes?
What style of Management did they conclude was BEST leadership?
Were their conclusions correct?
So…..what’s the BEST style of leadership?
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23. Situational Approaches to Leadership
Assumptions:
Appropriate leader behavior varies from one situation to another.
Situational factors that determine appropriate leader behavior can be identified.
Situational Theories of Leadership:
Least preferred coworker theory
Path-goal theory
Decision tree approach
Leader-member exchange approach
Hersey and Blanchard’s Situational Leadership
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24. Hersey and Blanchard’s Situational Theory
Hersey and Blanchard’s Situational Theory
A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates.
Levels of readiness:
Low = Telling
Moderate = Selling
High = Participating
Very high = Delegating
© 2006 by South-Western, a division of Thomson Learning. All rights reserved.

25. © 2006 by South-Western, a division of Thomson Learning
© 2006 by South-Western, a division of Thomson Learning. All rights reserved.

26. Related Approaches to Leadership
Substitutes for Leadership
A concept that identifies situations in which leader behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization.
Characteristics that Substitute for Leadership
Subordinate
Task
Organization
Ability Experience Need for independence Professional orientation Indifference towards organizational goals
Routineness The availability of feedback Intrinsic satisfaction
Formalization Group cohesion Inflexibility A rigid reward structure
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27. Charismatic Leadership
An interpersonal attraction that inspires support and acceptance, is an individual characteristic of a leader.
Charismatics
Are more successful than noncharismatic persons.
Are self-confident leaders
Have a firm conviction in their beliefs and ideals
Possess a strong need to influence people.
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28. Charismatic Leadership (cont’d)
Charismatic leaders must be able to:
Envision the future, set high expectations, and model behaviors consistent with those expectations.
Energize others through a demonstration of excitement, personal confidence, and patterns of success.
Enable others by supporting them, by empathizing with them, and by expressing confidence in them.
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29. Transformational Leadership
Goes beyond ordinary expectations by:
transmitting a sense of mission
stimulating learning
inspiring new ways of thinking
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30. Keys to Successful Leadership
Trusting in subordinates
Keeping cool
Being an expert
Simplifying things
Inviting dissent
Encouraging risk
Developing a vision
Successful Leadership
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31. The Future of Leadership
Strategic Leadership
Cross-Cultural Leadership
Ethical Leadership
Emerging Approaches to Leadership
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32. Emerging Approaches to Leadership
Strategic Leadership
Depends on top management’s capabilities:
To understand the complexities of both the organization and its environment.
To lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment.
Cross-Cultural Leadership
The capability to provide purpose and direction that encompasses both international and diversity-based cultural differences in the organization.
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33. Emerging Approaches to Leadership (cont’d)
Ethical Leadership
Involves providing a strong corporate governance model to the organization that reflects the high ethical standards of its leaders.
Requires holding those who lead the organization accountable for their actions and the consequences of their actions.
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34. Political Behavior in Organizations
The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.
Inducement
Creation of an obligation
Coercion
Impression management
Persuasion
Common Political Behaviors
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35. Why does Leadership matter?
Why do organizations need Leadership?
How do we get Leadership?
How do we become Leaders?
Is LEADERSHIP a job title?
Can you develop LEADERSHIP without a formal job title? What sources of power should you use to do so?