Prentice Hall, 1999 1Chapter 9C

Chapter 9 -

Leading People

Prentice Hall, 1999 2Chapter 9

Learning ObjectivesLearning Objectives

• Identify the elements of leadership

• Discuss three main leadership approaches

• Explain the cross-cultural role of leadership

• Compare and contrast five contingency

approaches to leadership

• Discuss change-oriented leadership models

• Examine the leaders and contextual factors

in organizationsC

Prentice Hall, 1999 3Chapter 9

The BasicsThe Basics

of Leadershipof Leadership

Goal DirectedGoal Directed

BehaviorBehavior

InfluenceInfluence

and Persuasionand Persuasion

Some FormSome Form

of Hierarchyof Hierarchy

GroupGroup

PhenomenonPhenomenon

C

Prentice Hall, 1999 4Chapter 9C

UnderstandingLeadership

UnderstandingUnderstanding

LeadershipLeadership

Contingency

ApproachContingencyContingency

ApproachApproach

Behavior

ApproachBehaviorBehavior

ApproachApproach

Trait

ApproachTraitTrait

ApproachApproach

Prentice Hall, 1999 5Chapter 9

RelationshipRelationship

MotivationMotivationTaskTask

MotivationMotivation

LeastLeast--PreferredPreferred

Coworker (LPC) ScaleCoworker (LPC) Scale

FiedlerFiedler’’ss

Contingency ModelContingency Model

C

Prentice Hall, 1999 6Chapter 9C

Three SituationThree Situation

Control FactorsControl Factors

LeaderLeader--

MemberMember

RelationsRelations

TaskTask

StructureStructurePositionPosition

PowerPower

Findings of the Fiedler ModelFindings of the Fiedler Model

Leader-Member

HighHigh

LowLow

Pe

rfo

rma

nc

eP

erf

orm

an

ce

Task Structure

Position Power

Good Bad

High Low

High High High High

Low

Low LowLow Low

High

HighHigh LowLowModerateModerate

Situational ControlSituational Control

Low LPCLow LPC

High LPCHigh LPC

7C

Prentice Hall, 1999

Prentice Hall, 1999 8Chapter 9

The NormativeDecision ModelThe NormativeThe Normative

Decision ModelDecision Model

ConsultationConsultationAutocraticAutocratic

GroupGroup

C

Prentice Hall, 1999 9Chapter 9

The Normative The Normative

Decision ModelDecision ModelContingency FactorsContingency Factors

• Quality Requirement

• Commitment Requirement

• Leader Information

• Problem Structure

• Commitment Probability

• Goal Congruence

• Employee Conflict

• Subordinate Information

C

• Autocratic decision-making

• Consultative decision-making

• Group-oriented decision making

The ModelThe Model’’s Predictionss Predictions

Prentice Hall, 1999C

Chapter 9 10

Prentice Hall, 1999 11Chapter 9

PathPath--Goal TheoryGoal Theory

CharacteristicsCharacteristics

of Followersof FollowersThe NatureThe Nature

of the Taskof the Task

Elements and PredictionsElements and Predictions

C

• Removing obstacles

• Meeting needs of followers

• Providing minimum guidance

• Supporting and understanding

Limitations and Limitations and

ApplicationsApplications

12Chapter 9Prentice Hall, 1999C

Prentice Hall, 1999 13Chapter 9

Elementsand Predictions

ElementsElements

and Predictionsand Predictions

Leader-MemberExchange (LMX) Theory

LeaderLeader--MemberMember

Exchange (LMX) TheoryExchange (LMX) Theory

Effectsof Culture

EffectsEffects

of Cultureof Culture

C

Substitutes forSubstitutes for

LeadershipLeadership

Follower Characteristics

Task Characteristics

Organizational CharacteristicsC

Prentice Hall, 1999 Chapter 9 14

Prentice Hall, 1999 15Chapter 9

ChangeChange--Oriented Oriented

LeadershipLeadership

C

Prentice Hall, 1999 16Chapter 9

Leaders and Followers

The Charismatic Situation

Cultural Factors

Charismatic LeadershipCharismatic Leadership

C

Transformational Transformational

LeadershipLeadership

Charisma and Inspiration

Intellectual Stimulation

Individual Consideration

17Chapter 9Prentice Hall, 1999C

Prentice Hall, 1999 18Chapter 9

Visionary andVisionary and

Exemplary LeadershipExemplary Leadership

Set anSet an

ExampleExample

for Followersfor Followers

Create andCreate and

ArticulateArticulate

a Visiona Vision

C

Prentice Hall, 1999 19Chapter 9

Limitations of Change-Oriented LeadershipLimitations of ChangeLimitations of Change--

Oriented LeadershipOriented Leadership

Measuring Behaviors orMeasuring Behaviors or

the Ability to Inspirethe Ability to Inspire

Learning to Be CharismaticLearning to Be Charismatic

and Inspirationaland Inspirational

Finding the Finding the ““One One

Best WayBest Way”” to Leadto Lead

C