Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 10 Leaders and Leadership

10-2 Learning Objectives Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership

10-3 Learning Objectives Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations Describe what transformational leadership is, and explain how managers can engage in it Characterize the relationship between gender and leadership and explain how emotional intelligence may contribute to leadership effectiveness

10-4 The Nature of Leadership Leadership: Process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals Personal leadership style: Specific ways in which a manager chooses to influence others Servant leaders: Have a strong desire to serve and work for the benefit of others

10-5 Figure Sources of Managerial Power

10-6 Empowerment Expansion of employees’ knowledge, tasks, and decision making responsibilities Increases a manager’s ability to get things done with the support and help of subordinates Increases workers’ involvement, motivation, and commitment Enables managers to spend less time on daily supervision activities

10-7 Leadership Models Trait model Focuses on identifying personal characteristics that cause effective leadership Identifies traits like the leader's skills, abilities, intelligence, knowledge, expertise, dominance, integrity and honesty Some effective leaders do not possess all these traits, and some leaders who possess them are not effective in their leadership roles

10-8 The Behavior Model Behavioral model: Identifies two basic types of behavior that many leaders engage in to influence their subordinates Consideration: Behavior indicating that a manager trusts, respects, and cares about subordinates Initiating structure: Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective

10-9 Contingency Models of Leadership Fiedler’s model: Personal characteristics can influence leader effectiveness Two basic leader styles Relationship-oriented Task-oriented Situation characteristics Leader–member relations Task structure Position power

10-10 House’s Path-Goal Theory A contingency model of leadership proposing the effective leaders can motivate subordinates by: Clearly identifying the outcomes workers are trying to obtain from their jobs Rewarding workers for high-performance and goal attainment with the outcomes they desire Clarifying for subordinates the paths leading to the attainment of work goals

10-11 The Leader Substitutes Model Leadership substitute: A characteristic of a subordinate or characteristic of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary

10-12 Transformational Leadership Makes subordinates aware of: The importance of their jobs and performance by providing feedback to the worker Their need for personal growth and development Motivates workers to work for the good of the organization, not just themselves Charismatic leader: Enthusiastic, self-confident leader who clearly communicates a vision of how good things could be

10-13 Transformational Leadership Intellectual stimulation: Behavior a leader engages in to make followers be aware of problems and view those problems in new ways, consistent with the leader’s vision Development consideration: Behavior a leader engages in to support and encourage followers and help them develop and grow on the job

10-14 Transactional Leadership Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance

10-15 Gender and Leadership Key research outcomes Male and female managers do not differ significantly in their propensities to perform different leader behaviors Male and female managers tend to be equally effective as leaders