2. What is leadership? What are situational contingency approaches to leadership? What are follower-centered approaches to leadership? What are inspirational leadership perspectives? Copyright © 2012 John Wiley & Sons, Inc. 13-2

3. Role of managemen t is to promote stability or to enable the organization to run smoothly. Role of leadership is to promote adaptive or useful changes. 13-3 Copyright © 2012 John Wiley & Sons, Inc.

4. Leadership  Process of influencing others to understand and agree about what needs to be done and how to do it; and  Process of facilitating individual and collective efforts to accomplish shared objectives. 13-4 Copyright © 2012 John Wiley & Sons, Inc.

5. “Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.” - Colin Powell 13-5 Copyright © 2012 John Wiley & Sons, Inc.

6. Formal leadership Exerted by persons appointed (or elected) to positions of formal authority in organizations. Informal leadership Exerted by persons who become influential because they have special skills that meet the resource needs of others. 13-6 Copyright © 2012 John Wiley & Sons, Inc.

7. Approaches to leadership 1. Trait and behavioral theory perspectives. 2. Cognitive and symbolic perspectives. 3. Transformational and charismatic perspectives. 13-7 Copyright © 2012 John Wiley & Sons, Inc.

8. Trait leadership perspective  Assume that personality traits play a central role in differentiating between leaders and non-leaders, in that leaders must have the “right stuff.” 13-8 Copyright © 2012 John Wiley & Sons, Inc.

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10. Behavioral leadership perspectives  Assumes that leadership is central to performance and other outcomes.  Focuses on leader behaviors rather than traits. 13-10 Copyright © 2012 John Wiley & Sons, Inc.

11. Michigan studies  Employee-centered supervisors:  Place strong emphasis on subordinate’s welfare.  Production-centered supervisors:  More concerned with getting the work done. 13-11 Copyright © 2012 John Wiley & Sons, Inc.

12. Ohio State studies  Consideration o Sensitive to people’s feelings and making things pleasant for the followers.  Initiating structure o Concerned with defining task requirements and other aspects of the work agenda. 13-12 Copyright © 2012 John Wiley & Sons, Inc.

13. Situational Contingency Leadership  The effects of leader traits are enhanced by their relevance to situational contingencies. 13-13 Copyright © 2012 John Wiley & Sons, Inc.

14. Prosocial power motivation, or power oriented toward benefitting others, is likely to be most important in situations where decision implementation requires lots of persuasion and social influence. 13-14 Copyright © 2012 John Wiley & Sons, Inc.

15. Fiedler’s Leadership contingency view  Situational control  The extent to which a leader can determine what his or her group is going to do, as well as the outcomes of the group’s actions and decisions. 13-15 Copyright © 2012 John Wiley & Sons, Inc.

16. The least –preferred coworker (LPC) scale, used by Fiedler, asks respondents to describe the person with whom they have been able to work least well.  Instrument measures a person’s leadership style. 13-16 Copyright © 2012 John Wiley & Sons, Inc.

17. 13-17 Copyright © 2012 John Wiley & Sons, Inc.

18. Fiedler’s Situation Control Variables Leader /Member Relations (good/poor): Members support for leader. Task Structure (high/low): Spells out leader’s task goals and procedures. Position Power (strong/weak): Leader’s task expertise, and reward/punishment authority 13-18 Copyright © 2012 John Wiley & Sons, Inc.

19. House’s path-goal theory of leadership  Assumes that a leader’s key function is to adjust his or her behaviors to complement situational contingencies. 13-19 Copyright © 2012 John Wiley & Sons, Inc.

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21. Directive leadership  Spelling out the what and how of subordinates’ tasks. Supportive leadership  Focuses on subordinate needs, well-being, and promotion of a friendly work environment. 13-21 Copyright © 2012 John Wiley & Sons, Inc.

22. Achievement oriented leadership  Emphasizes setting challenging goals, stressing excellence in performance, and showing confidence in people’s ability to achieve high standards of performance. Participative leadership  Focuses on consulting with subordinates, and seeking and taking their suggestions into account before making decisions. 13-22 Copyright © 2012 John Wiley & Sons, Inc.

23. Hersey and Blanchard Situational Situational Leadership Theory  There is no single best way to lead.  Assess Readiness  The extent to which the people have the ability and willingness to accomplish a specific task.  Implement appropriate leadership response. 13-23 Copyright © 2012 John Wiley & Sons, Inc.

24. 13-24 Copyright © 2012 John Wiley & Sons, Inc.

25. In your current or former job, did your manager behave the same way with each of the people he/she managed?  A=Yes, B=No If no, what was different about the relationships between the manager and each employee? 13-25 Copyright © 2012 John Wiley & Sons, Inc.

26. Substitutes for leadership  Makes a leader’s influence either unnecessary or redundant in that they replace a leader’s influence. Romance of leadership  People attribute romantic, almost magical, qualities to leadership. 13-26 Copyright © 2012 John Wiley & Sons, Inc.

27. Leadership categorization theory  Implicit leadership theories - preconceived notions about the attributes (e.g., traits and behaviors) associated with leaders.  They reflect the structure and content of “cognitive categories” used to distinguish leaders from nonleaders.  Attributes or leadership prototypes are mental images of the characteristics that make a “good” leader, that a “real” leader would possess. 13-27 Copyright © 2012 John Wiley & Sons, Inc.

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29. Followership  The behaviors of individuals acting in relation to leaders. Implicit followership theories (IFT)  Preconceive notions about prototypical and antiprototypical followership behaviors and characteristics. 13-29 Copyright © 2012 John Wiley & Sons, Inc.

30. Social construction approaches  Individual behavior is “constructed” in context, as people act and interact in situations.  Passive followership beliefs - beliefs that followers should be passive, deferent and obedient to authority.  Proactive followership beliefs - beliefs that followers should express opinions, take initiative, and constructively question and challenge leaders. 13-30 Copyright © 2012 John Wiley & Sons, Inc.

31. Charismatic leaders  Leaders who, by force of their personal abilities, are capable of having a profound and extraordinary effect on followers. 13-31 Copyright © 2012 John Wiley & Sons, Inc.

32. Transactional leadership  Involves leader-follower exchanges necessary for achieving routine performance that is agreed upon by leaders and followers. Uses various kinds of rewards in exchange for mutually agreed-upon accomplishment. Watches for deviations from rules and standards and taking corrective action. Intervenes only if standards not met. Laissez faire style – avoids making decisions. 13-32 Copyright © 2012 John Wiley & Sons, Inc.

33. Dimensions of transformational leadership  Charisma  Inspiration  Intellectual stimulation  Individualized consideration 13-33 Copyright © 2012 John Wiley & Sons, Inc.

34. Charismatic/transformational leadership is not uniformly better  Approaches with special emphasis on vision often emphasize training.  Dark-side charismatic leaders can have negative effects on followers. 13-34 Copyright © 2012 John Wiley & Sons, Inc.

35. Leadership-Membership Exchange Theory  Shows that leaders develop differentiated relationships with subordinates in their work groups.  Leadership is generated when leaders and followers are able to develop “incremental influence” with one another that produces behavior above and beyond what is required by the work contract. 13-35 Copyright © 2012 John Wiley & Sons, Inc.