1. LEADERSHIP
Chapter 12
MGMT 370

2. LEADING: Influencing, inspiring voluntary followers
POSITION POWER
Reward Power
Coercive Power
Legitimate Power
PERSONAL POWER
Expert Power
Referent Power

3. KEY LEADERSHIP BEHAVIORS
Challenge the process
Inspire a shared vision
Enable others to act
Model the way
Encourage the heart

4. VISION
A mental image of a possible and desirable future state of the organization.

5. LEADERSHIP CONCEPTS Supervisory leadership Strategic leadership
Behavior that provides guidance, support, and corrective feedback for day-to-day activities.
Strategic leadership
Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future.

6. POWER AND LEADERSHIP
POWER =
the ability to influence others

7. TYPES OF POWER
Legitimate
Reward
Expert
Referent
Coercive

8. SOURCES OF POWER

9. LEADERSHIP PHILOSOPHY
Autocratic leadership
leader makes decisions on his/her own, then announces those decisions to the group
Democratic leadership
leader solicits input from subordinates.
Laissez-faire leadership philosophy
characterized by an absence of managerial decision making

10. LEADING
Servant Leadership
Empowerment
Selflessness

11. EARLY LEADERSHIP MODELS
Trait Theory
A perspective that defines leadership through personal traits or characteristics

12. EARLY LEADERSHIP MODELS
Behavioral approach
Attempts to identify what good leaders do—that is, what behaviors they exhibit.
Task performance behaviors
Actions taken to ensure that the work group or organization reaches its goals.

13. LEADER AS GROUP OVERSEER
Group maintenance behaviors
ensure the satisfaction of group members, develop and maintain good work relationships, and preserve the group’s social stability
Leader-Member Exchange (LMX) theory
Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

14. EARLY LEADERSHIP MODELS
Behavior Theory
Leader Styles—Leadership Grid

15. CONTINGENCY APPROACHES
Fiedler’s Contingency Model
Match style to situation

16. CONTINGENCY APPROACHES
Hersey-Blanchard Situational Model

17. Hersey and Blanchard’s Situational Theory
A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

18. CONTINGENCY APPROACHES
House’s Path-Goal Leadership Theory
Path-Goal Contingencies
Leadership Substitutes

19. PATH-GOAL THEORY
Concerns with how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

20. CONTINGENCY APPROACHES
Vroom-Jago Leader-Participation Model
Authority decision
Consultative decision
Group decision

21. SITUATIONAL FACTORS

22. CONTEMPORARY LEADERSHIP MODELS
Transactional vs. Transformational Leadership
Vision
Charisma
Symbolism
Empowerment
Intellectual Stimulation
Integrity

23. CONTEMPORARY MODELS Charismatic leader
A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.

24. CONTEMPORARY MODELS Level 5 leadership
A combination of strong professional will (determination) and humility that builds enduring greatness.

25. Leaders and Emotional Intelligence

26. Emotional Intelligence
Self-Awareness
Self-Management
Motivation
Empathy
Relationship Management

27. LEADERSHIP and GENDER Gender Similarities Hypothesis Who leads better?
Men: Directive, assertive, traditional, position power
Women: Participative, motivating, communicative, listeners, mentors, supportive

28. And Last but Not Least… Drucker’s “Old-Fashioned” Leadership
Moral Leadership
Integrity
Authentic Leadership