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Chapter 15
Leadership
Leadership
Different leaders behave in different ways – style, need, situation

There is probably no topic more
important to business success
today than leadership
leadership
involves
is
occurs among people
the use of influence
used to attain goals
Manager’s Challenge: Aramark Corp.
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2
Leadership
Topics
Chapter 15
Different leaders behave in different ways – style, need, situation

Leadership definition

Differences in leadership and management

Theories of leadership effectiveness

Charismatic and transformational leadership

How leaders use power and influence to get
things done

New leadership approaches for today’s
turbulent environment
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3
Nature of Leadership

The ability to influence people toward the attainment
of organizational goals.

Leadership is reciprocal, occurring among people.

Leadership is a “people” activity, distinct from
administrative paper shuffling or problem-solving
activities.

Leadership is dynamic and involves the use of
power.
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4
travel the globe solving
problems
Leadership versus Management
Management
Promotes
stability, order
and problem
solving within
existing
organizational
structure and
systems
Leadership
Promotes
vision,
creativity, and
change
L
M
Takes care of where you are
Takes you to a new place
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5
Leader versus Manager Qualities
Leader Qualities
Manager Qualities
SOUL
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power
MIND
Rational
Consulting
Persistent
Problem solving
Tough-minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
Position power
Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12
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6
Leadership Traits
Traits = personal characteristics

Traits - early efforts to understand
leadership success focused on leader’s
personal characteristics

Great man approach - early research
focused on leaders who had achieved a level
of greatness
–
Find out what made them great
–
Find people with same traits
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7
Personal Characteristics of Leaders
Physical Characteristics Personality
Self-confidence
Energy
Honesty & integrity
Physical stamina
Enthusiasm
Desire to lead
Social Background
Independence
Education
Mobility
Intelligence and Ability
Judgment,
decisiveness
Knowledge
Intelligence, cognitive
ability
Social Characteristics
Sociability, interpersonal skills
Cooperativeness
Ability to enlist cooperation
Tact, diplomacy
Work-related Characteristics
Achievement drive
Drive to excel
Conscientiousness in pursuit of goals
Persistence against obstacles, tenacity
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet,
Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).
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8
Behavioral Approaches
Ohio State Studies
Consideration: - people-oriented behavior
– Is mindful of subordinates
– Establishes mutual trust
– Provides open communication
– Develops teamwork
Initiating Structure: task-oriented behavior
– Directs subordinate work activities toward goal attainment
– Typically gives instructions, spends time planning, and
emphasizes deadlines
– Provides explicit schedules of work activities
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9
Behavioral Approaches
Michigan Studies
At about the same time as Ohio State Studies

University of Michigan compared the
behavior of effective and ineffective
supervisors
 Employee-centered
leaders
 Job-centered leaders
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10
The Leadership Grid
Blake and Mouton

Two-dimensional leadership theory that
measures the leader’s concern for people
and for production

Builds on the work of Ohio State and
Michigan studies
Experiential Exercise: T-P Leadership Questionnaire
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11
The Leadership Grid
Leadership Grid
Concern for People
High
Low
1,9
Country Club Management
Thoughtful attention to the
needs of people for satisfying
relationships leads to a comfortable, friendly organization
atmosphere and work tempo.
9,9
Team Management
Work accomplishment is from
committed people; interdependence
through a “common stake” in
organization purpose leads to
relationships of trust and respect.
5,5
5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level.
Impoverished
Authority-Compliance
Management
Efficiency in operations results
Exertion of minimum effort
from arranging conditions of
to get required work done
work in such a way that
is appropriate to sustain
human elements interfere to a
organization membership.
minimum degree.
1,1
9,1
Low
Concern for Production
High
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.
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12
Contingency Approaches
Relationship between leadership style and situation



Fiedler’s Contingency
Theory
Hersey and Blanchard
Situational Theory
Evans and House Path
Goal Theory
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13
Fiedler’s Classification of
Situation Favorableness
Leaders needs to know
Whether they have a relationship- or task-oriented style
Should diagnose the situation and determine the favorableness
of the following three areas
Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission
of Administrative Science Quarterly.
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14
Hersey-Blanchard’s Situational
Leadership Theory
Links leader’s behavioral style with subordinates’ task readiness
Follower
Characteristics
Low Readiness
Level
Appropriate Leader Style
Low Readiness Level
Telling
Moderate Readiness Level
Selling
High Readiness Level
Participating
Very High Readiness Level
Delegating
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15
Path Goal Theory
Source: Based on Bernard M. Bass, “Leadership:
Good, Better, Best,” Organizational Dynamics 13
(Winter 1985), 26-40.
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Path-Goal Theory
Leader Behaviors
Classification of (4) leader behaviors


-
-
Supportive leadership:
Leader behavior that shows concern for subordinates
Open, friendly, and approachable
Creates a team climate
Treats subordinates as equals
Directive leadership:
Tells subordinates exactly what they are supposed to
do
Planning, making schedules, setting performance
goals, and behavior standards
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17
Path-Goal Theory
Leaders Behaviors
Classification of (4) leader behaviors

…

…
…
Participative leadership:
Consults with his or her subordinates about decisions
Achievement-oriented leadership:
Sets clear and challenging goals for subordinates
Behavior stresses high-quality performance
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Path-Goal
Situational Contingencies

Personal characteristics of group
members

The work environment
Degree of task structure
 Nature of formal authority system
 Work group itself

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19
Path-Goal Situations &
Preferred Leader Behavior
Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.
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Substitutes for Leadership

Substitute = situational variable that makes
a leadership style unnecessary or redundant

Neutralizer = situational variable that
counteracts a leadership style and prevents
the leader from displaying certain behaviors
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21
Leading Change
Transactional Leaders

Clarify the role and task requirements of
subordinates

Initiate structure

Provide appropriate rewards

Display consideration for subordinates
Meet the social needs of subordinates

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22
Leading Change
Charismatic Leaders
 The ability to inspire
 Motivate people to do more than they would
normally do
 Tend to be less predictable than transactional
leaders
 Create an atmosphere of change
 May be obsessed by visionary ideas
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Leading Change

Transformational Leader

Similar to charismatic leaders
Distinguished by their special ability to bring about
innovation and change by
 Recognizing followers’ needs and concerns
 Helping them look at old problems in new ways
 Encouraging them to question the status quo

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Sources of Power





Legitimate Power: power coming from a formal
management position.
Reward Power: stems from the authority to bestow
rewards on other people.
Coercive Power: the authority to punish or
recommend punishment.
Expert Power: leader’s special knowledge or skill
regarding the tasks performed by followers.
Referent Power: personality characteristics that
command subordinates’ identification, respect, and
admiration so they wish to emulate the leader
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25
Post-Heroic Leadership
for Turbulent Times

The turbulence and uncertainty of the
environment in which most organizations are
operating is a significant influence on
leadership styles

Post-heroic leader’s major characteristic is
humility
Ethical Dilemma: Does Wage Reform Start at the Top?
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Leadership in Turbulent Times

The concept and practice of leadership
continues to grow and change






Post-heroic approach
Servant leadership
Level 5 leadership
Interactive leadership
E-leadership
Moral leadership
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