1. Leadership Ch. 14 Management A Practical Introduction
Angelo Kinicki &
Brian K. Williams

2. Learning objectives 1 Define Leadership
Explain the relationship between leaders and managers
Define the various types of power
Describe the 5 sources of powers in an organization, illustrate with examples
Discuss the 9 ways to influence others

3. Learning objectives 2
Describe the 3 principal approaches or perspectives on leadership (trait , behavioral, and contingency).
Discuss how these concepts can be applied and recognize the limitations of these approaches
Recognize that there are other approaches to leadership

4. Chapter 14: Power, Influence, & Leadership
From Becoming a Manager
to Becoming a Leader
Wielding Influence
Trait Approaches
Behavioral Approaches
Contingency Approaches
The Full-Range Model
Six Additional Perspectives
The Management Toolbox: How to Become a Star in the Workplace
Summary:
To become a star performer:
take initiative
be able to self manage
network
try to see things through other people’s eyes
know how to be a follower as well as a leader
take a leadership role
participate in groups only when you know they’ll make a difference
be savvy about office politics
be a strong communicator
For Discussion: Which of these qualities do you have? Are there areas you need to improve on? Think about a leader you admire. Which of these qualities does that individual have? How do the qualities help the individual be a good leader?

5. 14.1 The Nature Of Leadership: Wielding Influence
WHAT IS THE DIFFERENCE BETWEEN MANAGERS & LEADERS?
Leadership is the ability to influence employees to voluntarily pursue organizational goals
Managers and leaders are not one and the same
Mangers have legitimate power to plan, organize, and control
Leaders create a vision and strategic plan for the company, which managers then implement

6. 14.1 The Nature Of Leadership: Wielding Influence
Managers cope with complexity, while leaders cope with change
Managers cope with complexity through:
-planning and budgeting
-organizing and staffing
-controlling and staffing
Leaders cope with change by:
-setting a direction
-aligning people
-motivating and inspiring

7. 14.1 The Nature Of Leadership: Wielding Influence
WHAT ARE THE SOURCES OF POWER IN AN ORGANIZATION?
Power is the extent to which a person is able to influence others so they respond to orders
Personalized power is directed at helping oneself
Socialized power is directed at helping others
Companies have five sources of power:
1. Power that results from managers’ formal positions within the organization is called legitimate power
Power can be negative (criticism) or positive (praise)

8. 14.1 The Nature Of Leadership: Wielding Influence
2. Power that results from managers’ authority to reward their subordinates is reward power
Rewards can include praise, pay raises, and promotions
3. Power that results from managers’ ability to punish their subordinates is coercive power
Managers using coercive power need to be careful that they do not create too much resentment among employees
4. Power resulting from one’s specialized information or expertise is expert power
Expert power can be mundane or sophisticated
5. Power deriving from one’s personal attraction is referent power
Referent power is usually associated with leaders

9. 14.1 The Nature Of Leadership: Wielding Influence
HOW CAN YOU GET YOUR WAY AT WORK?
The ability to get others to follow your wishes is influence
There are nine ways to try to influence others:
-rational persuasion - convincing someone by using logic, reason, or facts
-inspirational appeals - building enthusiasm or confidence by appeals to emotions, ideals, or values
-consultation - getting others to participate in a decision or change

10. 14.1 The Nature Of Leadership: Wielding Influence
-ingratiating tactics - acting humble or friendly before making a request
-personal appeals - referring to friendship and loyalty when making a request
-exchange tactics - reminding someone of past favors or offering to make a trade
-coalition tactics - getting others to support your effort
-pressure tactics - using demands, threats, or intimidation
-legitimating tactics - basing a request on implied support from superiors, or on rules or policies

11. 14.1 The Nature Of Leadership: Wielding Influence
WHAT ARE THE DIFFERENT APPROACHES TO LEADERSHIP?
There are five principal approaches or perspectives on leadership:
1. trait
2. behavioral
3. contingency
4. full-range
5. six additional

12. 14.2 Trait Approaches: Do Leaders Have Distinctive Personality Characteristics?
DO SUCCESSFUL LEADERS HAVE DISTINCTIVE TRAITS?
Trait approaches to leadership attempt to identify distinctive characteristics that account for the effectiveness of leaders
James Kouzes and Barry Posner proposed that the personal traits that were looked for and admired in leaders were honesty, competency, a forward-looking mentality, the ability to inspire, and intelligence
Larry Bossidy, CEO of AlliedSignal, suggests that the four qualities that are most important when he is interviewing and evaluating job candidates are the ability to execute, a career runway, a team orientation, and multiple experiences
Lecture Note: Ask students to identify some key leaders in business today such as Bill Gates, Meg Whitman, or Richard Branson. Discuss the leadership qualities these individuals have in common. What makes them so successful?

13. 14.2 Trait Approaches: Do Leaders Have Distinctive Personality Characteristics?
Timothy Judge did two meta-analyses (a statistical pooling technique that permits behavioral scientists to draw general conclusions about certain variables from many different leaders) on traits and leadership
Judge found that extroversion, openness, and conscientiousness were all important to leadership effectiveness
Judge also found that personality was more important than intelligence for leadership effectiveness

14. 14.2 Trait Approaches: Do Leaders Have Distinctive Personality Characteristics?
Women tend to have more leadership traits than men, but hold fewer leadership positions
CEOs believe this may be because women lack significant general management experience, and have not been around long enough to be selected
Women believe that male stereotyping and exclusion from important informal networks contribute to the problem
Other reasons may be because women are not willing to compete as hard as men, or make the necessary personal sacrifices

15. 14.3 Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior?
DO EFFECTIVE LEADERS BEHAVE IN SIMILAR WAYS?
Researchers have studied behavioral leadership approaches to determine the distinctive styles used by effective leaders
The University of Michigan study identified two forms of leadership:
1. Managers with job-centered behavior pay more attention to job and work procedures
2. Managers with employee-centered behavior pay more attention to employee satisfaction and making work groups cohesive
Practical Action: Transition Problems on Your Way Up: How to Avoid the Pitfalls
This Practical Action explores how managers can avoid making mistakes as they move up the corporate ladder. In particular, managers should:
have realistic expectations
remember to manage upward and sideways as well as downward
stay in touch with managers in other departments
think about what type of manager they want to be
get guidance from other managers
resist isolation.

16. 14.3 Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior?
The Ohio State model identified two major dimensions of leader behavior:
1. Initiating structure is leadership behavior that organizes and defines what group members should be doing
2. Consideration is leadership behavior that expresses concern for employees by creating a warm, friendly, supportive climate
From both studies, we know that effective leaders:
-have supportive or employee-centered relationships with employees
-use groups rather than individual methods of supervision
-set high performance goals

17. 14.4 Contingency Approaches: Does Leadership Vary With The Situation?
HOW DOES EFFECTIVE LEADERSHIP VARY WITH THE SITUATION?
Proponents of the contingency approach to leadership believe that effective leadership behavior depends on the situation at hand
There are three contingency approaches:
1. The contingency leadership model, developed by Fred Fiedler, determines if a leader’s style is task oriented, or relationship oriented, and if that style is effective for the situation at hand

18. 14.4 Contingency Approaches: Does Leadership Vary With The Situation?
Once an individual’s leadership orientation is known, you determine situational control (how much control and leadership a leader has in the immediate work environment)
There are three dimensions of situational control:
-leader-member relations - the extent to which a leader has support, loyalty, and trust of the group
-task structure - the extent to which tasks are routine, unambiguous, and easily understood
-position power - how much power a leader has

19. 14.4 Contingency Approaches: Does Leadership Vary With The Situation?
Neither leadership style works all the time
The task oriented approach works well in high control or low control situations
The relationship oriented approach works well in moderate control situations

20. 14.4 Contingency Approaches: Does Leadership Vary With The Situation?
2. The path-goal leadership model, developed by Robert House, holds that the effective leader makes desirable awards available to followers, and increases their motivation by clarifying the paths (behavior) that will help them achieve those goals and providing them with support
House revised his theory to say that employee characteristics and environmental factors cause some leadership behaviors to be more effective than others

21. 14.4 Contingency Approaches: Does Leadership Vary With The Situation?
where: employee characteristics include locus of control, task ability, need for achievement, experience, and need for path-goal clarity, environmental factors include task structure and work group dynamics, and leader behaviors include path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group oriented decision making, representation & networking, value-based
Further research is needed to determine how well House’s revised theory holds up
However, we do know that it can be useful to have more than one leadership style, and that leadership style should be modified to fit employee and task characteristics

22. 14.4 Contingency Approaches: Does Leadership Vary With The Situation?
Figure 14.1: General Representation Of House’s Revised Path-Goal Theory

23. Key terms Behavioural leadership approaches
Contingency leadership model
Coercive power
Expert power
Full-range leadership
Leadership
Legitimate power
Meta-analysis
Path-goal leadership model
Personalised power
Readiness
Referent power
Reward power
Situational leadership theory
Socialized power
Trait approaches to leadership