1. Leadership in Organizations
Chapter 11
Leadership in Organizations
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2. Manager vs. Leader
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3. Manager vs. Leader Manager What Needs to be Done
Planning and Budgeting
Arranging People to Accomplish Goals
Organizing and Staffing
Ensuring People do Their Jobs
Controlling and Problem Solving
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4. Manager vs. Leader Leader What Needs to be Done
Setting a Direction
Arranging People to Accomplish Goals
Aligning People
Ensuring People do Their Jobs
Motivating and Inspiring
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5. Leadership
The ability to influence people toward the attainment of organizational goals.
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6. Ex. 11.1 Leader and Manager Qualities
Ex Leader and Manager Qualities
SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12.
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7. Charismatic Leadership
Charismatic Leadership
Transactional Leaders (Non-Charismatic):
Clarify the role and task requirements of subordinates.
Initiate structure.
Provide appropriate rewards.
Try to be considerate.
Meet the social needs of subordinates.
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8. Charismatic Leadership
Charismatic Leadership
Transformational Leaders (Charismatic):
The ability to inspire. (Charisma)
Motivate people to do more than they would normally do. (Creating Belief in the Company)
Individual Consideration. (Concern for Employees)
Intellectual Stimulation. (Engages Workers to Solve Problems)
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9. Example of Transactional Leader
Gary Kelley, CEO Southwest Airlines
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10. Example of Transformational Leader
Herb Kelleher, CEO Emeritus Southwest Airlines
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11. Ex. 11.2 Personal Characteristics of Leaders
Physical characteristics
Energy
Physical stamina
Personality
Self-confidence
Honesty and integrity
Enthusiasm
Desire to lead
Independence
Work-related characteristics
Achievement drive, desire to excel
Conscientiousness in pursuit of goals
Persistence against obstacles, tenacity
Social background
Education
Mobility
Intelligence and ability
Judgment, cognitive ability
Knowledge
Judgment, decisiveness
Social characteristics
Sociability, interpersonal skills
Cooperativeness
Ability to enlist cooperation
Tact, diplomatic
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12. Forms of Position Power
Forms of Position 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.
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13. Forms of Personal Power
Forms of Personal Power
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.
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14. Ex. 11.3 The Leadership Grid® Figure
High
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.
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
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15. Hersey and Blanchard’s Situational Leadership Theory
Hersey and Blanchard’s Situational Leadership Theory
A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates.
Levels of readiness:
Low (Telling)
Moderate (Selling)
High (Participating)
Very high (Delegating)
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16. Path-Goal Theory
Contingency approach, the leader’s responsibility is to increase subordinates’ motivation to attain personal and organizational goals through:
Clarifying the paths to rewards.
Increasing the rewards that the subordinate values and desires.
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17. Ex. 11.6 Leader Roles in the Path-Goal Model
Ex Leader Roles in the Path-Goal Model
SOURCE: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985),26-40
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18. Path-Goal Classification of Leader Behaviors
Path-Goal Classification of Leader Behaviors
Supportive leadership:
Leader behavior that shows concern for subordinates.
Open, friendly, and approachable.
Creates a team climate.
Treats subordinates as equals.
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19. Path-Goal Classification of Leader Behaviors (contd.)
Path-Goal Classification of Leader Behaviors (contd.)
Directive leadership:
Tells subordinates exactly what they are supposed to do.
Planning, making schedules, setting performance goals, and behavior standards.
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20. Path-Goal Classification of Leader Behaviors (contd.)
Path-Goal Classification of Leader Behaviors (contd.)
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.
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21. Situational Contingencies
Situational Contingencies
Two important situational contingencies in the path-goal theory:
The personal characteristics of group members.
The work environment.
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22. Ex. 11.7 Path-Goal Situations and Preferred Leader Behaviors
SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981),
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23. Leadership Leadership Video
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