1. Leadership
Lecture # 17

2. Pete Rose on Leadership:
Some players you pat their butts,
some you kick their butts,
some players you leave alone.

3. Power
Position Power
Personal Power

4. Position Power
Legitimate (Traditional) Power

5. Position Power
Reward Power

6. Position Power
Coercive Power

7. Position Power
Whatever the organization giveth, the organization can take away

8. Personal Power
Expert Power
Knowledge, Skills, and Abilities (KSA)

9. Personal Power
Referent Power (Charisma)

10. Personal Power
Referent Power (Charisma)

11. Personal Power You are the locus of this power, not your position
You can take this power with you to other organizations

12. Leadership Why do some people make better leaders than others?
Why is it helpful to organizations to identify leaders early?

13. The Quest for Leadership Qualities…

14. Three Approaches to Studying Leadership
Trait Approach
Behavioral Approach
Situational Approach

15. Trait Approach
Aka the Great Man approach
looking for the Born Leader

16. What Characteristics do Leaders Possess?
Intelligence (Knowledgeable)
Self-Confidence
Extroverted
Good Communicators

17. But, these traits can be learned
For example, as one’s communication skill (a learned trait in itself) improves, one becomes more self-confident

18. Continuing the Quest
Perhaps it’s not who a person is, but what a person does that matters…

19. Behavioral Approach
Two dimensions of leader behavior were identified in multiple studies:
Task Orientation – Get the Job Done
Employee Orientation – Openness and friendliness of leader, concern for subordinates

20. Blake & Mouton Grid Included the two dimensions of leader behavior
Identified 5 distinguishable styles of leadership

21. 1,9
9,9
5,5
1,1
9,1

22. 5 Leadership Styles 1,1 Impoverished or Laissez-Faire
5,5 Middle of the Road or Organization Man
1,9 Country Club
9,1 Authoritarian or Task
9,9 Team or Democratic

23. Behavioral Approach
Seems to have answered which is the best style in general, but raises other questions, including:
What style works best in particular situations?

24. Situational or Contingency Approach
In what situations does a particular style work more effectively?
How do you identify one situation from another?
What are the essential characteristics of a situation?

25. Fiedler and his associates
Developed a Contingency or Situational model of leadership
Identified four factors to consider when defining a situation

26. Fiedler’s Model Managerial Characteristics Subordinate Characteristics
Task Characteristics
Organizational Characteristics

27. Fiedler’s Model
Combined those four characteristics into three questions about a situation:
Leader-Member Relations: Good or Bad?
Task Structure: Structured or Unstructured?
Position Power of the Leader: Strong or Weak?

29. Fiedler’s Model
Task
Employee

30. Fiedler’s Model
In Very Certain situations, or Very Uncertain situations, a Task style seems to work best
In Moderately Certain situations, an Employee style seems to work best

31. Fiedler’s Model
When things are quite clear, or very chaotic, people respond well to being told what to do.
Task Orientation
When the situation is moderate, people often need to be convinced or appealed to.
Employee Orientation

32. Two Uses for Fiedler in Organizations
Find the right place (situation) for a manager’s leadership style

33. Two Uses for Fiedler in Organizations
Provide additional training for the manager to better match his/her situation