1. PowerPoint Presentation by Charlie Cook The University of West Alabama Fundamentals of Management Sixth Edition Robbins and DeCenzo with contributions from Henry Moon C H A P T E R 11 Part IV: Leading © 2008 Prentice Hall, Inc. All rights reserved. Leadership and Trust

2. © 2008 Prentice Hall, Inc. All rights reserved.11–2 Managers Versus Leaders “Not all leaders are managers, nor are all managers leaders.” ManagersManagers  Persons whose influence on others is limited to the appointed managerial authority of their positions to reward and punish. LeadersLeaders  Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone.

3. © 2008 Prentice Hall, Inc. All rights reserved.11–3 Trait Theories Of Leadership Trait Theories of LeadershipTrait Theories of Leadership  Theories that attempt to isolate characteristics that differentiate leaders from nonleaders  Attempts to identify traits that always differentiate leaders from followers and effective leaders from ineffective leaders have failed.  Attempts to identify traits consistently associated with leadership have been more successful.

4. © 2008 Prentice Hall, Inc. All rights reserved.11–4 Behavioral Theories Of Leadership Behavioral Theories of LeadershipBehavioral Theories of Leadership  Attempt to isolate behaviors that differentiate effective leaders from ineffective leaders.  Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders.

5. © 2008 Prentice Hall, Inc. All rights reserved.11–5 Identifiable Leadership Behaviors Autocratic Style of LeadershipAutocratic Style of Leadership  Centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation. Democratic Style of LeadershipDemocratic Style of Leadership  Involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback.  A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself.  A democratic-participative leader often allows employees to have a say in what’s decided.

6. © 2008 Prentice Hall, Inc. All rights reserved.11–6 Identifiable Leadership Behaviors (cont’d) Laissez-Faire Style of LeadershipLaissez-Faire Style of Leadership  Gives employees complete freedom to make decisions and to decide on work methods Conclusions about Leadership StylesConclusions about Leadership Styles  The laissez-faire leadership style is ineffective.  Quantity of work is equal under authoritarian and democratic leadership styles.  Quality of work and satisfaction is higher under democratic leadership.

7. © 2008 Prentice Hall, Inc. All rights reserved.11–7 The Ohio State Studies Studies that sought to identify independent dimensions of leader behaviorStudies that sought to identify independent dimensions of leader behavior  Initiating structure  The extent to which a leader defines and structures his or her role and the roles of employees to attain goals  Consideration  The extent to which a leader has job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings

8. © 2008 Prentice Hall, Inc. All rights reserved.11–8 The University Of Michigan Studies Studies that sought to identify the behavioral characteristics of leaders related to performance effectivenessStudies that sought to identify the behavioral characteristics of leaders related to performance effectiveness  Employee oriented leader  Emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.  Production oriented leader  Emphasizes technical or task aspects of a job, is concerned mainly with accomplishing tasks, and regards group members as a means to accomplishing goals.