1. Leadership: Styles and Behaviors
Chapter 14

3. Leadership
The use of power and influence to direct the activities of followers toward goal achievement

4. Who Becomes a Leader?

5. Leadership Styles
Leaders can be separated by the style they use when making important decisions
These styles vary in how much control is retained by the leader, and how much control is given to the followers

6. Leadership Styles Is there likely to be one best style?
What factors might impact the appropriateness of the various styles?

7. Time-Sensitive Model

8. Time-Sensitive Model Scientific support:
In one study, following the model resulted in effective decisions 68% of the time. Not following the model resulted in effective decisions 22% of the time.
Leaders’ instincts usually violate the model
Leaders overuse consultative styles and underutilize autocratic and facilitative

9. Leadership Behaviors
In addition to making decisions, leaders engage in a number of behaviors
What are some of those behaviors?

10. Day-to-Day Behaviors
There are two broad dimensions that encompass day-to-day leadership behaviors
Initiating Structure
Defining and structuring the roles of employees for goal attainment
Consideration
Creating job relationships characterized by mutual trust, respect, and consideration of employees’ feelings

11. Day-to-Day Behaviors
Might the importance of initiating structure and consideration vary across followers and situations?

12. Day-to-Day Behaviors

13. Something Is Missing
Think about the most effective leaders you can name
Do the leader behaviors and styles discussed thus far capture what it was that made these leaders so effective?
So what’s missing?

14. Transformational Leadership
A pattern of behaviors that inspires followers to commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps followers reach their potential
It is most often contrasted with so- called “transactional leadership,” which is built around exchanges of rewards and punishments, or “laissez-faire” leadership, which is the absence of action

16. Transformational Leadership
Idealized influence (charisma)
Inspirational motivation
Intellectual stimulation
Individualized consideration (coaching)

17. How Important is Leadership?