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 leaders
LO 3 Explain how a good vision helps you be a better
leader
LO 4 Identify sources of power in organizations
LO 5 List personal traits and skills of effective leaders

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 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

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 Leadership

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

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 Leaders

© 2014 by McGraw-Hill Education. 7-5

 Key Leadership Behaviors

1. Challenge the process

2. Inspire a shared vision
3. Enable others to act
4. Model the way
5. Encourage the heart

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 Vision

 Vision
 A mental image of a
possible and
desirable future state
of the organization.

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 Leading and Managing

 Supervisory  Strategic leadership

leadership  Behavior that gives
 Behavior that purpose and
provides guidance, meaning to
support, and organizations,
corrective feedback envisioning and
for day-to-day creating a positive
activities. future.

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 Question

___________ is the ability to influence others.

A. Innovation
B. Charisma
C. Power
D. Clout

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 Power and Leadership

Power
 The ability to influence others.

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 Sources of Power

Legitimate

Coercive Reward

Referent Expert
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 Sources of Power
Figure 12.1

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 Traditional Approaches to
Understanding Leadership
Trait approach
 A leadership perspective that attempts to
determine the personal characteristics that great
leaders share

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Useful Leadership Characteristics

Drive – high level of effort

Leadership Motivation – leading the team

Integrity - Honesty, trustworthy

Self Confidence – Believe in own-self’s capability

Knowledge of the Business – an experienced leader will have

this like Tony Fernandes
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 Leader Behaviors

Behavioral approach
 A leadership perspective that attempts to
identify what good leaders do—that is, what
behaviors they exhibit.

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 Leader Behaviors

Task performance behaviors

 Actions taken to ensure that the work group or
organization reaches its goals.

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 Group Maintenance
 Group maintenance  Leader-Member
behaviors Exchange (LMX)
 Actions taken to theory
ensure the  Highlights the
satisfaction of group importance of leader
members, develop behaviors not just
and maintain toward the group as
harmonious work a whole but toward
relationships, and individuals on a
preserve the social personal basis.
stability of the group

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 Questions Assessing Task Performance
and Group Maintenance Leadership
Table 12.1

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 Question

Which leadership philosophy is characterized by

an absence of managerial decision making?
A. Autocratic
B. Democratic
C. Laissez-faire
D. Egalitarian

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 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.

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 Participation in Decision Making

 Laissez-faire
 leadership
philosophy
characterized by an
absence of
managerial decision
making.

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 Leadership Grid
Figure 12.2

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 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.

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 The Vroom Model of Leadership
Figure 12.3
 Vroom model
 A situational model
that focuses on the
participative
dimension of
leadership.

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 Situational Factors for
Problem Analysis
Table 12.2

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 Vroom’s Leader Decision Styles
Table 12.3

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 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.

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 Fiedler’s Analysis of Situations
Figure 12.4

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 Fiedler’s Contingency Model

 Task-motivated  Relationship-
leadership motivated leadership
 Leadership that  Leadership that
places primary places primary
emphasis on emphasis on
completing a task. maintaining good
interpersonal
relationships.

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 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.

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 Hersey and Blanchard’s
Situational Theory
 Job maturity  Psychological
 The level of the maturity
employee’s skills and  An employee’s self-
technical knowledge confidence and self-
relative to the task respect.
being performed.

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 Hersey and Blanchard’s
Situational Theory
 The term readiness refers to “the extent to which people have the
ability and willingness to accomplish a specific task.” A leader
should choose one of four behaviors depending on follower
readiness.
 If followers are unable and unwilling to do a task, the leader needs
to give clear and specific directions;
 If they are unable and willing, the leader needs to display high task
orientation to compensate for followers’ lack of ability and high
relationship orientation to get them to “buy into” the leader’s
desires.
 If followers are able and unwilling, the leader needs to use a
supportive and participative style;
 If they are both able and willing, the leader doesn’t need to do
much.
© 2014 by McGraw-Hill Education. 32
 Path-Goal Theory - Robert House.

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.
 The term path-goal is derived from the belief
that effective leaders clarify the path to help
their followers achieve their work goals.

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 Path-Goal Theory
 According to path-goal theory, whether a leader
should be directive or supportive or should
demonstrate some other behavior depends on
complex analysis of the situation.
 Directive leadership is likely to be perceived as
redundant among employees with high ability or
considerable experience. Leader will tell the staff what
to do step by step.
 Supportive leadership results in high performance
and satisfaction when employees are performing
structured tasks. E.g. Caring and supportive

© 2014 by McGraw-Hill Education. 7-34

 Path-Goal Theory
 Participative leadership – With participative leadership,
you focus on mutual participation. You consult with your
group, and you consider their ideas and expertise before
making a decision. This approach works best when your
team members are experienced, when the task is complex
and challenging.
 Achievement-oriented leadership – Here, you set
challenging goals for your team. You have confidence in
your team's abilities, so you expect your team to perform
well, and you maintain high standards for everyone. This
style works best when team members are unmotivated or
unchallenged in their work but they are usually capable
type.

© 2014 by McGraw-Hill Education. 7-35

 The Path-Goal Framework
Figure 12.5

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 Substitutes for Leadership
 Substitutes for
leadership
 Factors in the workplace
that can exert the same
influence on employees
as leaders would
provide.
 If the company has good
set of rules or
procedures to follow and
staff are capable,
leadership is not
important

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 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.

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 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.

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 Contemporary Perspectives
on Leadership
Level 5 leadership
 A combination of strong professional will
(determination) and humility that builds
enduring greatness.

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 Authenticity

 Authentic leadership  Pseudo-

 A style in which the transformational
leader is true to leaders
himself or herself  Leaders who talk
while leading about positive
change but allow
their self-interest to
take precedence over
followers’ needs.
Example???
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 Opportunities for Leaders

 Servant-leader  Intergroup leader

 A leader who serves  A leader who leads
others’ needs while collaborative
strengthening the performance
organization. between different
groups or
organizations

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 Opportunities for Leaders

 Shared leadership  Lateral leadership

 Rotating leadership,  Style in which
in which people colleagues at the
rotate through the same hierarchical
leadership role based level are invited to
on which person has collaborate and
the most relevant facilitate joint
skills at a particular problem solving.
time.

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 Leaders
 What do you think about these leaders?
 Steve Jobs
 Bill Gates
 Jack Ma (Alibaba’s)
 Tony Fernandes
 Jesus Christ
 Prophet Mohammad
 Sai Baba
 Gautama Buddha
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