Leading with Influence Copyright © 2011 Cengage Learning. All rights reserved.

Learning Outcomes After studying this chapter, you should be able to: State the differences among trait, behavioral, and situational leadership theorists. Explain why the terms manager and leader are not interchangeable. Describe leadership trait theory, and identify Ghiselli’s six significant leadership traits. Discuss the major similarity and difference between two-dimensional leadership styles and the Leadership Grid®. Identify the management levels at which charismatic, transformational, transactional, symbolic, and servant leadership styles are most appropriate. Copyright © 2011 Cengage Learning. All rights reserved.

Learning Outcomes (cont’d) After studying this chapter, you should be able to: State the primary difference between the contingency leadership model and other situational approaches to leadership. Discuss the major criticism of both the leadership continuum model and the path-goal leadership model. Describe the major characteristic of the normative leadership model. Define the key terms listed at the end of the chapter. Copyright © 2011 Cengage Learning. All rights reserved.

IDEAS ON MANAGEMENT at American Express What leadership traits does Ken Chenault have? Which behavioral leadership styles does Ken Chenault use? Is Ken Chenault a charismatic, transformational, symbolic, and/or servant leader? Which situational leadership styles does Ken Chenault use? Is handling complaints important at American Express? Copyright © 2011 Cengage Learning. All rights reserved.

Leadership and Its Importance Is the vital process of influencing employees to work toward the achievement of organizational objectives. Has a substantive effect on the success of individual careers and overall organizational performance. Leadership 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. Copyright © 2011 Cengage Learning. All rights reserved.

Leadership Trait Theory Leadership Trait Theorists Attempted to determine a definitive list of distinctive characteristics that would account for leadership effectiveness. Have been unsuccessful in identifying a universal set of traits that all leaders possess. The Ghiselli Study (1971) Concluded that certain traits are important to effective leadership; supervisory ability (getting work done through others) being the most important. Copyright © 2011 Cengage Learning. All rights reserved.

The Ghiselli Study Of Leadership Traits Supervisory ability Need for occupational achievement Intelligence Decisiveness Self-assurance Initiative Copyright © 2011 Cengage Learning. All rights reserved.

Join the Discussion Ethics & Social Responsibility Dilbert Do you agree with Scott Adams that leadership is basically manipulation? Do we really need leaders? Is it ethical and socially responsible to make fun of CEOs? Copyright © 2011 Cengage Learning. All rights reserved.

Behavioral Leadership Theories Behavioral Leadership Theorists Early researchers attempted to identify the “best leadership style” for all situations. Endeavored to determine distinctive styles used by effective leaders. Also focused on the relationship between leaders and followers. Leadership Style The combination of traits, skills, and behaviors managers use to interact with employees. Copyright © 2011 Cengage Learning. All rights reserved.

Basic Leadership Styles Autocratic Leader One who makes all the decisions, tells employees what to do, and closely supervises employees. Considered a Theory X-type leader. Democratic 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. Copyright © 2011 Cengage Learning. All rights reserved.

Basic Leadership Styles (cont’d) Laissez-Faire Leader One who takes a leave-the-employees-alone approach, allowing them to make the decisions and decide what to do, and does not follow up. Copyright © 2011 Cengage Learning. All rights reserved.

Two-Dimensional Leadership Styles Based on job structure and employee consideration, which result in four possible leadership styles. The Ohio State University Directing: leadership in structuring the work environment to get the job done Supporting: developing empathetic and supportive employee relationships University of Michigan Job-centered (focusing on the task) Employee-centered (focusing on the employee) Copyright © 2011 Cengage Learning. All rights reserved.

Exhibit 9–1 ● The Ohio State University and University of Michigan Two-Dimensional Leadership Styles Copyright © 2011 Cengage Learning. All rights reserved.

The Leadership Grid® The Leadership Grid® Leadership Styles Identifies the ideal leadership style as incorporating a high concern for both production and people. Leadership Styles The impoverished management style (1,1) The authority-compliance management style (9,1) The country-club management style (1,9) The middle-of-the-road management style (5,5) The team management style (9,9) Copyright © 2011 Cengage Learning. All rights reserved.

The Leadership Grid® (Blake and McCanse) Copyright © 2011 Cengage Learning. All rights reserved.

Copyright © 2011 Cengage Learning. All rights reserved.

Contemporary Perspectives on Leadership Charismatic Leadership Transactional Leadership Symbolic Leadership Servant Leadership Transformational Leadership Copyright © 2011 Cengage Learning. All rights reserved.

Contemporary Perspectives Charismatic Leadership A leadership style that inspires loyalty, enthusiasm, and high levels of performance. Transformational Leadership A leadership style that brings about continuous learning, innovation, and change. Transactional Leadership A leadership style based on exchange. Copyright © 2011 Cengage Learning. All rights reserved.

Contemporary Perspectives (cont’d) Symbolic Leadership A leadership style based on establishing and maintaining a strong organizational culture. Servant Leadership A leadership style based on meeting the needs and goals of employees and the goals of the organization. Focus on motivating employees by meeting their higher-level needs. Motivate employees to go beyond role requirements and do what it takes to attain the goals of the organization. Copyright © 2011 Cengage Learning. All rights reserved.

Situational Approaches to Leadership Situational Leadership Theorists Attempt to determine the appropriate leadership style for various situations. Contingency leadership theory Leadership continuum Path-goal theory 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?” Copyright © 2011 Cengage Learning. All rights reserved.

Contingency Leadership Model 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) scales measure 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?) Copyright © 2011 Cengage Learning. All rights reserved.

Exhibit 9–2 ● Contingency Leadership Model Copyright © 2011 Cengage Learning. All rights reserved.

Copyright © 2011 Cengage Learning. All rights reserved.

Leadership Continuum Model 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 Copyright © 2011 Cengage Learning. All rights reserved.

Exhibit 9–3 ● The Leadership Continuum Copyright © 2011 Cengage Learning. All rights reserved.

Copyright © 2011 Cengage Learning. All rights reserved.

Path-Goal Model 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: leader provides high structure. Supportive: leader provides high consideration. Participative: leader considers employee input in decisions. Achievement-oriented: leader sets difficult but achievable goals, expects subordinates to perform at their highest level, and rewards them for doing so Copyright © 2011 Cengage Learning. All rights reserved.

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 Leadership Styles Directive Supportive Participative Achievement-oriented Goal Achievement Performance Satisfaction determine that affect Copyright © 2011 Cengage Learning. All rights reserved.

Normative Leadership Model Normative Leadership Model (Vroom and Jago) A decision tree that enables the user to select one of the five leadership styles appropriate for the 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). Copyright © 2011 Cengage Learning. All rights reserved.

Situational Leadership® Model 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 Copyright © 2011 Cengage Learning. All rights reserved.

Copyright © 2011 Cengage Learning. All rights reserved.

Exhibit 9–5 A Comparison of Behavioral and Situational Leadership Models Copyright © 2011 Cengage Learning. All rights reserved.

Leadership Substitutes Theory Substitutes 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 Copyright © 2011 Cengage Learning. All rights reserved.

Join the Discussion Ethics & Social Responsibility Leadership and Gender Is it ethical and socially responsible to say that people of a particular gender make better leaders? Do you think men and women lead in the same way, or not? Are men or women more ethical and socially responsible as leaders? Would you prefer to have a man or a woman as boss? Copyright © 2011 Cengage Learning. All rights reserved.

Model 9-1 ● Steps in Addressing Employee Complaints Copyright © 2011 Cengage Learning. All rights reserved.

Model 9-2 ● Steps in Addressing Customer Complaints Copyright © 2011 Cengage Learning. All rights reserved.

KEY TERMS behavioral leadership theorists charismatic leadership complaint contingency leadership model leadership leadership continuum model Leadership Grid® leadership style leadership trait theorists path-goal model servant leadership situational approaches to leadership Situational Leadership® model substitutes for leadership symbolic leadership transactional leadership transformational leadership two-dimensional leadership styles Copyright © 2011 Cengage Learning. All rights reserved.