1. Leading with Influence
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2. 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.
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3. 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.
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4. 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?
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5. 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.
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6. 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.
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7. The Ghiselli Study Of Leadership Traits
Supervisory ability
Need for occupational achievement
Intelligence
Decisiveness
Self-assurance
Initiative
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8. 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?
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9. 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.
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10. 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.
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11. 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.
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12. 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)
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13. Exhibit 9–1 ● The Ohio State University and University of Michigan Two-Dimensional Leadership Styles
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14. 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)
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15. The Leadership Grid® (Blake and McCanse)
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17. Contemporary Perspectives on Leadership
Charismatic Leadership
Transactional Leadership
Symbolic Leadership
Servant Leadership
Transformational Leadership
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18. 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.
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19. 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.
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20. 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?”
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21. 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?)
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22. Exhibit 9–2 ● Contingency Leadership Model
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24. 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
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25. Exhibit 9–3 ● The Leadership Continuum
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27. 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
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28. 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
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29. 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).
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30. 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
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32. Exhibit 9–5 A Comparison of Behavioral and Situational Leadership Models
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33. 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
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34. 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?
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35. Model 9-1 ● Steps in Addressing Employee Complaints
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36. Model 9-2 ● Steps in Addressing Customer Complaints
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37. 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
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