2. Leaders and Leadership
Chapter 10
Leaders and Leadership

3. The Nature of Leadership
The process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals
Effective leadership increases the firm’s ability to meet new challenges.

4. The Nature of Leadership
An individual who is able to exert influence over other people to help achieve group or organizational goals

5. The Nature of Leadership
Personal Leadership Style
The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management.
The challenge is for managers at all levels to develop an effective personal management style.
Leaders may delegate and support subordinates, while others are very authoritarian.

6. Power: The Key to Leadership
Legitimate Power
The authority that a manager has by virtue of his or her position in an organizational hierarchy
Reward Power
The ability of a manager to give or withhold tangible and intangible rewards
Legitimate Power
The authority that a manager has by virtue of his or her position in the firm.
Example: the power to hire or fire employees.
Reward Power
The ability of a manager to give or withhold tangible and intangible rewards.
Example: awarding pay raises or providing verbal praise for good performance.
Effective managers use reward power to signal to employees that they are doing a good job.

7. Power: The Key to Leadership
Coercive Power
The ability of a manager to punish others
Expert Power
Power that is based on special knowledge, skills, and expertise that a leader possesses
Coercive Power
The ability of a manager to punish others.
Examples: verbal reprimand, pay cuts, and dismissal
Limited in effectiveness and application; can have serious negative side effects.
Expert Power
Power that is based on special knowledge, skills, and expertise that the leader possesses.
First-line and middle managers have the most expert power; most often consists of technical ability.

8. Power: The Key to Leadership
Referent Power
Power that comes from subordinates’ and coworkers’ respect for the personal characteristics of a leader which earns their loyalty and admiration.
Usually held by and available for use by likable managers who are concerned about their workers.

9. Empowerment: An Ingredient in Modern Management
The process of giving workers at all levels more authority to make decisions and the responsibility for their outcomes

10. Trait Models of Leadership
Focused on identifying personal characteristics that cause effective leadership
Research shows that certain personal characteristics do appear to be connected to effective leadership.
Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

11. The Behavior Model Behavioral Model
Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates

12. The Behavior Model Consideration Initiating structure
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
Behavioral Model
Consideration: employee-centered leadership behavior indicating that a manager trusts, respects, and cares about subordinates
Initiating structure: job-oriented leadership behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.
Both behaviors are independent; managers can be high or low on both behaviors.

13. Contingency Models of Leadership
Fiedler’s Model
Personal characteristics can influence leader effectiveness
Leader style is the manager’s characteristic approach to leadership

14. Fiedler’s Model Task structure Position Power
The extent to which workers tasks are clear-cut.
Clear issues make a situation favorable for leadership.
Position Power
The amount of legitimate, reward, and coercive power leaders have by virtue of their position.
When positional power is strong, leadership opportunity becomes more favorable.

15. 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 the paths to the attainment of the goals, remove obstacles to performance, and express confidence in worker’s ability.

16. 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

17. Transformational Leadership
Leadership that:
Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker
Makes subordinates aware of their own needs for personal growth and development
Motivates workers to work for the good of the organization, not just themselves

18. Being a Charismatic Leader
An enthusiastic, self-confident transformational leader who is able to clearly communicate his or her vision of how good things could be
Charismatic Leader
An enthusiastic, self-confident transformational leader able to clearly communicate his or her vision of how good things could be by:
Being excited and clearly communicating excitement to subordinates.
Openly sharing information with employees so that everyone is aware of problems and the need for change.
Empowering workers to help with solutions.
Engaging in the development of employees by working hard to help them build skills.

19. Intellectual Stimulation
Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision

20. Developmental Consideration
Behavior a leader engages in to support and encourage followers and help them develop and grow on the job

21. Transactional Leadership
Leaders that motivate subordinates by rewarding them for high performance and reprimanding them for low performance