1. Leadership
Chapter 15

2. Leadership
Different leaders behave in different ways – style, need, situation
There is probably no topic more important to business success today than leadership
leadership occurs among people
involves the use of influence
is used to attain goals
Manager’s Challenge: Aramark Corp.

3. Leadership Topics Chapter 15 Leadership definition
Different leaders behave in different ways – style, need, situation
Leadership definition
Differences in leadership and management
Theories of leadership effectiveness
Charismatic and transformational leadership
How leaders use power and influence to get things done
New leadership approaches for today’s turbulent environment

4. Nature of Leadership
travel the globe solving problems
The ability to influence people toward the attainment of organizational goals.
Leadership is reciprocal, occurring among people.
Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.
Leadership is dynamic and involves the use of power.

5. Leadership versus Management
Promotes stability, order and problem solving within existing organizational structure and systems
Promotes vision, creativity, and change M L
Takes care of where you are
Takes you to a new place

6. Leader versus Manager Qualities
Leader Qualities
Manager Qualities
SOUL
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power
MIND
Rational
Consulting
Persistent
Problem solving
Tough-minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
Position power
Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12

7. Traits = personal characteristics
Leadership Traits
Traits = personal characteristics
Traits - early efforts to understand leadership success focused on leader’s personal characteristics
Great man approach - early research focused on leaders who had achieved a level of greatness
Find out what made them great
Find people with same traits

8. Personal Characteristics of Leaders
Physical Characteristics
Energy
Physical stamina
Personality
Self-confidence
Honesty & integrity
Enthusiasm
Desire to lead
Independence
Social Characteristics
Sociability, interpersonal skills
Cooperativeness
Ability to enlist cooperation
Tact, diplomacy
Social Background
Education
Mobility
Intelligence and Ability
Judgment, decisiveness
Knowledge
Intelligence, cognitive ability
Work-related Characteristics
Achievement drive
Drive to excel
Conscientiousness in pursuit of goals
Persistence against obstacles, tenacity
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).

9. Behavioral Approaches Ohio State Studies
Consideration: - people-oriented behavior
Is mindful of subordinates
Establishes mutual trust
Provides open communication
Develops teamwork
Initiating Structure: task-oriented behavior
Directs subordinate work activities toward goal attainment
Typically gives instructions, spends time planning, and emphasizes deadlines
Provides explicit schedules of work activities

10. Behavioral Approaches Michigan Studies
At about the same time as Ohio State Studies
University of Michigan compared the behavior of effective and ineffective supervisors
Employee-centered leaders
Job-centered leaders

11. The Leadership Grid
Blake and Mouton
Two-dimensional leadership theory that measures the leader’s concern for people and for production
Builds on the work of Ohio State and Michigan studies
Experiential Exercise: T-P Leadership Questionnaire

12. The Leadership Grid Leadership Grid High Concern for People Low Low
1,9
Country Club Management
Thoughtful attention to the
needs of people for satisfying
relationships leads to a com-
fortable, friendly organization
atmosphere and work tempo.
9,9
Team Management
Work accomplishment is from
committed people; interdependence
through a “common stake” in
organization purpose leads to
relationships of trust and respect.
5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level.
5,5
Concern for People
Impoverished Management
Exertion of minimum effort
to get required work done
is appropriate to sustain
organization membership.
1,1
Authority-Compliance
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree ,1
Low
Low
Concern for Production
High
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

13. Contingency Approaches
Relationship between leadership style and situation
Fiedler’s Contingency Theory
Hersey and Blanchard Situational Theory
Evans and House Path Goal Theory

14. Fiedler’s Classification of Situation Favorableness
Leaders needs to know
Whether they have a relationship- or task-oriented style
Should diagnose the situation and determine the favorableness of the following three areas
Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly.

15. Hersey-Blanchard’s Situational Leadership Theory
Links leader’s behavioral style with subordinates’ task readiness
Follower Characteristics
Appropriate Leader Style
Low Readiness Level
Low Readiness Level
Telling
Selling
Moderate Readiness Level
High Readiness Level
Participating
Very High Readiness Level
Delegating

16. Path Goal Theory
Source: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985),

17. Path-Goal Theory Leader Behaviors
Classification of (4) leader behaviors
Supportive leadership:
Leader behavior that shows concern for subordinates
Open, friendly, and approachable
Creates a team climate
Treats subordinates as equals
Directive leadership:
Tells subordinates exactly what they are supposed to do
Planning, making schedules, setting performance goals, and behavior standards

18. Path-Goal Theory Leaders Behaviors
Classification of (4) leader behaviors
Participative leadership:
Consults with his or her subordinates about decisions
Achievement-oriented leadership:
Sets clear and challenging goals for subordinates
Behavior stresses high-quality performance

19. Path-Goal Situational Contingencies
Personal characteristics of group members
The work environment
Degree of task structure
Nature of formal authority system
Work group itself

20. Path-Goal Situations & Preferred Leader Behavior
Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981),

21. Substitutes for Leadership
Substitute = situational variable that makes a leadership style unnecessary or redundant
Neutralizer = situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors

22. Leading Change Transactional Leaders
Clarify the role and task requirements of subordinates
Initiate structure
Provide appropriate rewards
Display consideration for subordinates
Meet the social needs of subordinates

23. Leading Change Charismatic Leaders The ability to inspire
Motivate people to do more than they would normally do
Tend to be less predictable than transactional leaders
Create an atmosphere of change
May be obsessed by visionary ideas

24. Leading Change Transformational Leader Similar to charismatic leaders
Distinguished by their special ability to bring about innovation and change by
Recognizing followers’ needs and concerns
Helping them look at old problems in new ways
Encouraging them to question the status quo

25. Sources of Power
Legitimate Power: power coming from a formal management position.
Reward Power: stems from the authority to bestow rewards on other people.
Coercive Power: the authority to punish or recommend punishment.
Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.
Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader

26. Post-Heroic Leadership for Turbulent Times
The turbulence and uncertainty of the environment in which most organizations are operating is a significant influence on leadership styles
Post-heroic leader’s major characteristic is humility
Ethical Dilemma: Does Wage Reform Start at the Top?

27. Leadership in Turbulent Times
The concept and practice of leadership continues to grow and change
Post-heroic approach
Servant leadership
Level 5 leadership
Interactive leadership
E-leadership
Moral leadership