1. Chapter 8 leadership Michael A. Hitt C. Chet Miller Adrienne Colella
Pages

2. ?
Knowledge Objectives
Define leadership and distinguish between formal and informal leaders.
Demonstrate mastery of the trait concept of leadership.
Compare and contrast major behavioral theories of leadership.
Explain contingency theories of leadership, emphasizing how they relate leadership effectiveness to situational factors.
Describe transformational leaders.
Integrate concepts and ideas from behavioral, contingency, and transformational leadership.
Discuss several additional topics of current relevance, including leader–member exchange, servant leadership, gender effects on leadership, and global differences in leadership.
See page 289.

3. Leadership
Process of providing direction and influencing individuals or groups to achieve goals.
See page 292.

4. Trait Theory of Leadership
Leaders possess certain traits or characteristics and take action toward strong leadership.
See pages

5. Important Leadership Traits
Drive
Leadership Motivation
Integrity
Self-Confidence
Cognitive Ability
Knowledge of the Domain
Openness to new experiences
Extraversion
See pages 293, 295.

6. Behavioral Theories of Leadership (University of Michigan Studies)
Job-Centered
Employee-Centered
Emphasizes tasks and methods to accomplish them
Supervises employees closely
Behaves punitively
Emphasizes personal needs and interpersonal relationships
Delegates decision making authority
Provides supportive environment
See pages

7. Behavioral Theories of Leadership (Ohio State University Studies)
Consideration
Initiating Structure
Express friendship
Develop mutual trust and respect
Build strong interpersonal relationships
Offer support
Allow employee’s to participate in decision making
Establish well-defined patterns of organization and communication
Define procedures
Delineate their relationships with subordinates
Emphasize goals and deadlines
Identify performance expectations
See page 297.

8. Behavioral Theories of Leadership
Initiating Structure
Consideration
High
Low A
(Employee-Centered Style) C
(Job-Centered Style)
See page 298.
Adapted from Exhibit 8-2: Comparison of Consideration and Initiating Structure with Employee-Centered and Job-Centered Concepts

9. Contingency Theories of Leadership (Fiedler’s Theory)
Leader Style
Situational Characteristics
Leader effectiveness depends on a leader’s style and characteristics of the situation.
Relationship oriented
Task oriented
Leader-member relations
Task structure
Position power
See pages

10. Fiedler’s Contingency Theory of Leadership Effectiveness
See page 300.
Adapted from Exhibit 8-3: Fiedler’s Contingency Model of Leadership Effectiveness

11. Contingency Theories of Leadership (Path-Goal Theory)
Expectancies
Valances
Leader effectiveness depends on the degree to which the leader enhances employee performance expectancies and valances.
Perceived probability of goal attainment
Support employees efforts
Provide opportunities to gain confidence
encouragement
training
technical support
Value or attractiveness of goal attainment
Assign tasks have high value
Tie rewards to goal accomplishment
pay raise
recognition
promotion
See pages

12. Leader Behavior (Path-Goal Theory)
Directive Leadership
implement guidelines
set standards
expectations
follow rules
Supportive Leadership
friendly
show concern for well-being, welfare,
and needs
Participative Leadership
consultative
group decisions
Achievement-oriented Leadership
set goals
improve performance
See page 302.

13. Subordinates Characteristics Interpersonal Relationships
Situational Factors
Subordinates Characteristics
Needs
Locus of Control
Experience
Ability
Work Environment
Task Structure
Interpersonal Relationships
Role Conflict
Role Clarity
See page 302.

14. Interaction of Leader Behavior and Situation
Participative
Directive
Supportive
Participative/Achievement Oriented
Upward Influencing and Contingent
Characteristics of the Work Environment
Subordinate Characteristics
Effective Leader Behaviors
Situational Factors
Internal Locus of Control
External Locus of Control
High Need for Affiliation
High Need for Security
Strengths:
High Growth Need
Low Growth Need
Structured Task
Unstructured Task
Complex Task
Simple Task
High Role Clarity and Low Role Conflict
See page 303.
Adapted from Exhibit 8-4: Interaction of Leader Behavior and Situational Factors

15. Transactional Leadership
Create a desirable work environment
Clarify links between performance and rewards
Contingent Reward Behavior
Reward performance
Respond to interests of those who meet standards
Management-by-Exception
See page 305.

16. Transformational Leadership Characteristics
Intellectual Stimulation
Individual Consideration
Charisma
See page 306.

17. Transformational Leadership Characteristics
Charisma
See page 306.
Inspire emotion and passion
Get followers to identify with the leader
Display confidence
Communicate and live up to organizational values
Optimistic and enthusiastic

18. Intellectual Stimulation
Transformational Leadership Characteristics
Intellectual Stimulation
See page 306.
Increase focus on problems and develop new ways to solve them
Reexamine assumptions
Seek out different views
Work to be innovative

19. Individual Consideration
Transformational Leadership Characteristics
Individual Consideration
Support and develop self-confidence and a desire to improve performance
Provide individualized attention
Focus on strengths
Act as teachers and coaches
See page 306.

20. The Effects Transformational Leadership Outcomes
Charisma
Intellectual Stimulation
Individual Consideration
Outcomes
Individual Outcomes
Unit/Organization Outcomes
Transactional Leadership
Contingent Reward Behavior
Active Management by Exception
See page 310.
Dynamism of the task/organizational environment
Adapted from Exhibit 8-5: The Effects of Transformational and Transactional Leadership

21. Laissez-faire Leadership
Not proactive
React only to failure or chronic problems
Avoid making decisions
Often absent or uninvolved
See page 306.

22. Leader-Member Exchange
Leaders developing more positive relationships with some individuals and having more positive exchanges with those individuals.
See page 310.

23. Servant Leadership
Focus on serving others.
See page 311.

24. Gender Effects on Leadership
Structural-Cultural Model
Women develop leadership styles different than men because of;
lack of power
lack of respect
Stereotypes
Socialization Model
All leadership styles in an organization are the same.
See pages

25. Global Differences Anglo cluster (ideal leader)
Charismatic influence and inspiration
Encourage participation
Diplomatic
Delegate authority
Allow everyone to have their say
See page 313.

26. Global Differences Arabic cluster (ideal leader)
Need to balance paradoxical set of expectations
not to differentiate themselves
modest styles
charismatic and powerful
direct most decisions and actions
See page 314.

27. Global Differences Germanic cluster (ideal leader) Charismatic
Highly team-oriented
Participative
See page 314.

28. Global Differences Southern Asia cluster (ideal leader) Humane
Participative
Charismatic
Expected to be benevolent while maintaining a strong position of authority
See page 315.

29. Check out http://wileymanagementupdates.com/
Strategic lens
How should leaders approach individuals, units, and organizations suffering from poor performance?
Why is ethical leadership often of utmost importance to various stakeholders?
Should women and men lead in different ways?
See page 314.
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