Leadership

Chapter Twelve

Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Learning Objectives

LO 1 Discuss what it means to be a leader LO 2 Summarize what people want and what

organizations need from their leadersLO 3 Explain how a good vision helps you be a better

leaderLO 4 Identify sources of power in organizationsLO 5 List personal traits and skills of effective leaders

12-2

Learning Objectives (cont.)

LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them

LO 7 Distinguish between charismatic and transformational leaders

LO 8 Describe types of opportunities to be a leader in an organization

LO 9 Discuss how to further your own leadership development

12-3

Leadership

Leader One who influences others to attain goals. The greater the number of followers, the greater

the influence

12-4

Key Leadership Behaviors

1. Challenge the process2. Inspire a shared vision3. Enable others to act4. Model the way5. Encourage the heart

12-5

Vision

Vision A mental image of a

possible and desirable future state of the organization.

12-6

Leading and Managing

Supervisory 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.

12-7

Question

___________ is the ability to influence others.A. InnovationB. Charisma C. Power D. Clout

12-8

Power and Leadership

Power The ability to influence others.

12-9

Sources of Power

12-10

Legitimate

Reward

ExpertReferent

Coercive

Sources of Power

12-11

Figure 12.1

Traditional Approaches to Understanding Leadership

Trait approach A leadership perspective that attempts to

determine the personal characteristics that great leaders share

12-12

Useful Leadership Characteristics

12-13

Drive

Leadership Motivation

Integrity

Self Confidence

Knowledge of the Business

Leader Behaviors

Behavioral approach A leadership perspective that attempts to identify

what good leaders do—that is, what behaviors they exhibit.

12-14

Leader Behaviors

Task performance behaviors Actions taken to ensure that the work group or

organization reaches its goals.

12-15

Group Maintenance

Group maintenance behaviors Actions taken to

ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group

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.

12-16

Questions Assessing Task Performance and Group Maintenance Leadership

12-17

Table 12.1

Question

Which leadership philosophy is characterized by an absence of managerial decision making?

A. AutocraticB. Democratic C. Laissez-faireD. Egalitarian

12-18

Participation in Decision Making

Autocratic leadership A form of leadership in which the leader makes

decisions on his or her own and then announces those decisions to the group

Democratic leadership A form of leadership in which the leader solicits

input from subordinates.

12-19

Participation in Decision Making

Laissez-faire leadership

philosophy characterized by an absence of managerial decision making.

12-20

Leadership Grid

12-21

Figure 12.2

Situational Approaches to Leadership

Situational approach Leadership perspective proposing that universally

important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.

12-22

The Vroom Model of Leadership

Vroom model A situational model

that focuses on the participative dimension of leadership.

12-23

Figure 12.3

Situational Factors forProblem Analysis

12-24

Table 12.2

Vroom’s Leader Decision Styles

12-25

Table 12.3

Fiedler’s Contingency Model

Fiedler’s contingency model of leadership effectiveness A situational approach to leadership postulating

that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

12-26

Fiedler’s Analysis of Situations

12-27

Figure 12.4

Fiedler’s Contingency Model

Task-motivated leadership Leadership that

places primary emphasis on completing a task.

Relationship-motivated leadership Leadership that

places primary emphasis on maintaining good interpersonal relationships.

12-28

Hersey and Blanchard’s Situational Theory

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.

12-29

Hersey and Blanchard’s Situational Theory

Job maturity The level of the

employee’s skills and technical knowledge relative to the task being performed.

Psychological maturity An employee’s self-

confidence and self-respect.

12-30

Path-Goal Theory

Path-goal theory A theory that concerns how leaders influence

subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

12-31

The Path-Goal Framework

12-32

Figure 12.5

Substitutes for Leadership

Substitutes for leadership Factors in the

workplace that can exert the same influence on employees as leaders would provide.

12-33

Contemporary Perspectives on Leadership

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.

12-34

Contemporary Perspectives on Leadership

Transformational leader A leader who motivates people to transcend

their personal interests for the good of the group.

Transactional leaders Leaders who manage through transactions, using

their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.

12-35

Contemporary Perspectives on Leadership

Level 5 leadership A combination of strong professional will

(determination) and humility that builds enduring greatness.

12-36

Authenticity

Authentic leadership A style in which the

leader is true to himself or herself while leading

Pseudo-transformational leaders Leaders who talk

about positive change but allow their self-interest to take precedence over followers’ needs

12-37

Opportunities for Leaders

Servant-leader A leader who serves

others’ needs while strengthening the organization.

Intergroup leader A leader who leads

collaborative performance between different groups or organizations

12-38

Opportunities for Leaders

Shared leadership Rotating leadership,

in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.

Lateral leadership Style in which

colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving.

12-39

Video: Are U.S. CEO’s worth their salaries?

What accounts for these differences in the wide range of compensation paid to CEOs in Europe, the United Kingdom, and the United States?

12-40