Chap 012

LeadershipLeadership

Chapter 12Chapter 12

Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Learning ObjectivesLearning 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

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Learning Objectives (cont.)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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LeadershipLeadership

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

the influence

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Key Leadership BehaviorsKey Leadership Behaviors

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

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VisionVision

Vision A mental image of a

possible and desirable future state of the organization.

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Leading and ManagingLeading 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.

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QuestionQuestion

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

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Power and LeadershipPower and Leadership

Power The ability to influence

others.

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Sources of PowerSources of Power

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Sources of PowerSources of Power

12-11Figure 12.1

Traditional Approaches to Traditional Approaches to Understanding LeadershipUnderstanding Leadership

Trait approach A leadership perspective that attempts to

determine the personal characteristics that great leaders share

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Useful Leadership CharacteristicsUseful Leadership Characteristics

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Leader BehaviorsLeader 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 BehaviorsLeader Behaviors

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

organization reaches its goals.

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Group MaintenanceGroup 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.

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Questions Assessing Task Performance Questions Assessing Task Performance and Group Maintenance Leadershipand Group Maintenance Leadership

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QuestionQuestion

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

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

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Participation in Decision MakingParticipation 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 MakingParticipation in Decision Making

Laissez-faire leadership philosophy characterized by an

absence of managerial decision making.

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Leadership GridLeadership Grid

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Situational Approaches to LeadershipSituational 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 LeadershipThe Vroom Model of Leadership

Vroom model A situational model

that focuses on the participative dimension of leadership.

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Situational Factors forSituational Factors forProblem AnalysisProblem Analysis

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Vroom’s Leader Decision StylesVroom’s Leader Decision Styles

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Fiedler’s Contingency ModelFiedler’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 SituationsFiedler’s Analysis of Situations

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Fiedler’s Contingency ModelFiedler’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.

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Hersey and Blanchard’s Situational TheoryHersey 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 TheoryHersey 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.

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Path-Goal TheoryPath-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.

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The Path-Goal FrameworkThe Path-Goal Framework

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Substitutes for LeadershipSubstitutes for Leadership

Substitutes for leadership Factors in the

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

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Contemporary Perspectives on LeadershipContemporary 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 LeadershipContemporary 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 LeadershipContemporary Perspectives on Leadership

Level 5 leadership A combination of strong professional will

(determination) and humility that builds enduring greatness.

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AuthenticityAuthenticity

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

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Opportunities for LeadersOpportunities for Leaders

Servant-leader A leader who serves

others’ needs while strengthening the organization.

Bridge leaders A leader who bridges

conflicting value systems or different cultures.

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Opportunities for LeadersOpportunities 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.

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Destination CEO: MLBDestination CEO: MLB

Do you think Selig has been an effective leader for the MLB? Why or why not?

What issues might you anticipate today if you were named Commissioner?

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