Download ch 10

McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 10
Leaders and
Leadership
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
1. Describe what leadership is, when leaders
are effective and ineffective, and the sources
of power that enable managers to be effective
leaders
2. Identify the traits that show the strongest
relationship to leadership, the behaviors
leaders engage in, and the limitations of the
trait and behavioral models of leadership
10-3
Learning Objectives
•
•
•
Explain how contingency models of
leadership enhance our understanding of
effective leadership and management in
organizations
Describe what transformational leadership is,
and explain how managers can engage in it
Characterize the relationship between gender
and leadership
10-4
The Nature of Leadership
• Leadership
–The process by which a person exerts
influence over other people and inspires,
motivates and directs their activities to help
achieve group or organizational goals
10-5
The Nature of Leadership
• Leader
–An individual who is able to exert influence
over other people to help achieve group or
organizational goals
10-6
The Nature of Leadership
• Personal Leadership Style
–The specific ways in which a manager
chooses to influence others shapes the way
that manager approaches the other tasks of
management.
–The challenge is for managers at all levels to
develop an effective personal management
style.
10-7
Discussion Question
What culture has the most effective
leadership style?
A. Japanese
B. European
C. United States
D. Middle Eastern
10-8
Leadership Across Cultures
Leadership styles may vary among different
countries or cultures
–European managers tend to be more peopleoriented than American or Japanese
managers
–Japanese managers are group-oriented, while
U.S managers focuses more on profitability
–Time horizons also are affected by cultures
10-9
Sources of Managerial Power
Figure 10.1
10-10
Question?
What type of power is the ability of a
manager to give or withhold tangible
and intangible rewards?
A. Reward
B. Coercive
C. Expert
D. Legitimate
10-11
Power: The Key to Leadership
• Legitimate Power
–The authority that a manager has by virtue of
his or her position in an organizational
hierarchy
• Reward Power
–The ability of a manager to give or withhold
tangible and intangible rewards
10-12
Power: The Key to Leadership
• Coercive Power
–The ability of a manager to punish others
• Expert Power
–Power that is based on special knowledge,
skills, and expertise that a leader possesses
10-13
Power: The Key to Leadership
• Referent Power
–Power that comes from subordinates’ and
coworkers’ respect for the personal
characteristics of a leader which earns their
loyalty and admiration.
10-14
Empowerment: An Ingredient
in Modern Management
• Empowerment
–The process of giving workers at all levels
more authority to make decisions and the
responsibility for their outcomes
10-15
Empowerment: An Ingredient in
Modern Management
Empowerment:
• Increases a manager’s ability to get things
done
• Increases workers’ involvement,
motivation, and commitment
• Gives managers more time to concentrate
on their pressing concerns
10-16
Trait Models of Leadership
• Trait Model
–Focused on identifying personal
characteristics that cause effective leadership
• Research shows that certain personal
characteristics do appear to be connected to
effective leadership.
• Many “traits” are the result of skills and knowledge
and effective leaders do not necessarily possess all
of these traits.
10-17
Question?
Which leadership model identifies the two
basic types of behavior that many
leaders engaged in to influence their
subordinates?
A. Fiedler
B. Path-Goal
C. Behavioral
D. Trait
10-18
The Behavior Model
• Behavioral Model
–Identifies the two basic types of behavior that
many leaders engaged in to influence their
subordinates
10-19
The Behavior Model
• Consideration
–behavior indicating that a manager trusts,
respects, and cares about subordinates
• Initiating structure
–behavior that managers engage in to ensure
that work gets done, subordinates perform
their jobs acceptably, and the organization is
efficient and effective
10-20
Contingency Models of
Leadership
• Fiedler’s Model
–Personal characteristics can influence leader
effectiveness
–Leader style is the manager’s characteristic
approach to leadership
10-21
Contingency Models of
Leadership
• Relationship-oriented style
–leaders concerned with developing good
relations with their subordinates and to be
liked by them.
• Task-oriented style
–leaders whose primary concern is to ensure
that subordinates perform at a high level and
focus on task accomplishment.
10-22
Fiedler’s Model
• Situation Characteristics
–How favorable a situation is for leading to
occur
–Leader-member relations—determines how
much workers like and trust their leader
10-23
Fiedler’s Model
• Task structure
– the extent to which workers tasks are clear-cut
– clear issues make a situation favorable for
leadership.
• Position Power
– the amount of legitimate, reward, and coercive
power leaders have by virtue of their position
– When positional power is strong, leadership
opportunity becomes more favorable.
10-24
Fiedler’s Contingency Theory of
Leadership
Figure 10.2
10-25
House’s Path-Goal Theory
A contingency model of leadership proposing the
effective leaders can motivate subordinates by:
1. Clearly identifying the outcomes workers are
trying to obtain from their jobs.
2. Rewarding workers for high-performance and
goal attainment with the outcomes they desire.
3. Clarifying the paths to the attainment of the
goals, remove obstacles to performance, and
express confidence in worker’s ability.
10-26
Motivating with Path-Goal
Path-Goal identifies four leadership
behaviors:
• Directive behaviors
–set goals, assign tasks, show how to do things
• Supportive behavior
–look out for the worker’s best interest
10-27
Motivating with Path-Goal
• Participative behavior
–give subordinates a say in matters that affect
them
• Achievement-oriented behavior
–Setting very challenging goals, believing in
worker’s abilities
10-28
The Leader Substitutes Model
• Leadership Substitute
–A characteristic of a subordinate or
characteristic of a situation or context that acts
in place of the influence of a leader and
makes leadership unnecessary
10-29
Transformational Leadership
• Leadership that:
–Makes subordinates aware of the importance
of their jobs and performance to the
organization by providing feedback to the
worker
–Makes subordinates aware of their own needs
for personal growth and development
–Motivates workers to work for the good of the
organization, not just themselves
10-30
Being a Charismatic Leader
• Charismatic Leader
–An enthusiastic, self-confident
transformational leader who is able to clearly
communicate his or her vision of how good
things could be
10-31
Intellectual Stimulation
• Intellectual Stimulation
–Behavior a leader engages in to make
followers be aware of problems and view
these problems in new ways, consistent with
the leader’s vision
10-32
Developmental Consideration
• Developmental Consideration
–Behavior a leader engages in to support and
encourage followers and help them develop
and grow on the job
10-33
Transactional Leadership
• Transactional Leaders
–Leaders that motivate subordinates by
rewarding them for high performance and
reprimanding them for low performance
10-34
Gender and Leadership
The number of women managers is rising
but is still relatively low in the top levels of
management.
– Stereotypes suggest women are supportive and
concerned with interpersonal relations
– Similarly, men are seen as task-focused
10-35
Emotional Intelligence and
Leadership
• The Moods of Leaders:
–Affect their behavior and effectiveness as
leaders
–Affect the performance of their subordinates
10-36
Emotional Intelligence and
Leadership
• Emotional Intelligence
–Helps leaders develop a vision for their firm
–Helps motivate subordinates to commit to the
vision
–Energizes subordinates to work to achieve the
vision
10-37
Video Case: Women Leading
in the Workplace
1. What types of power would you say the
different executives featured in this case
possess?
2. Why do you think stereotypes of both
mean and women as leaders persist?
What will be needed for them to be
overcome?
10-38
Movie Example: Hoosiers
1. Is Coach Dale an effective leader?
2. How does he react to disagreement
from his players?
10-39