Chapter 14 Leadership MGMT6 © 2014 Cengage Learning.

Chapter 14 Leadership

MGMT6© 2014 Cengage Learning

© 2014 Cengage Learning

14-1 explain what leadership is14-2 describe who leaders are and what effective leaders do14-3 explain Fiedler’s contingency theory14-4 describe how path-goal theory works14-5 explain the normative decision theory14-6 explain how visionary leadership (i.e., charismatic or

transformational leadership) helps leaders achieve strategic leadership

Leaders vs. Managers• Doing the right thing• “What should we be doing?”• Vision, mission, goals, objectives• Challenge the status quo• Long-term view• Expand people’s options and

choices• Inspire and motivate people to find

their own solutions• Concerned with ends, what gets

done


• Doing things right• “How can we do what we’re already

doing better?” • Productivity and efficiency• Preservers of status quo• Short-term view• Limit others’ choices• Sole problems so that others can do

their work• More concerned with means, how

things get done

14-1

Leadership Traits• Trait theory

– effective leaders possess a similar set of traits or characteristics

• Leaders are different from followers in:– drive– desire to lead– honest/integrity– self-confidence– emotional stability– cognitive ability– knowledge of the business

© 2014 Cengage Learning14-2

Leadership Behaviors

• Initiating structure

• Consideration

© 2014 Cengage Learning 14-2


Fiedler’s Contingency Theory


In order to maximize work group performance, leaders must be matched to the right leadership

situation.

•Leaders are effective when the work group they lead performs well. •Leaders are generally unable to change their leadership styles, and they will be more effective when their styles are matched to the proper situation. •The favorableness of a situation permits the leader to influence the behavior of group members.

14-3

Least Preferred Coworker

• Leadership style = the way that leaders generally behave toward their followers.

• Leadership styles are tied to leaders’ underlying needs and personalities.

• Relationship-oriented

• Task-oriented


Situational Favorableness


The degree to which a particular situation either permits or denies a leader the chance to influence the

behavior of group members.

•Leader-member relations

•Task structure

•Position power

14-3



Leaders and Situations

• Fiedler assumes leaders to be incapable of changing their leadership styles.

• The key − matching leaders to situations…

• …or teaching leaders how to change situational favorableness


Path-Goal Theory

Leaders can increase subordinate satisfaction and performance by

clarifying and clearing the paths to goals and by increasing the number

and kinds of rewards available for goal attainment.



Leadership Styles

• Directive

• Supportive

• Participative

• Achievement-oriented


Subordinate Contingencies

• Perceived ability

• Experience

• Locus of control– internals vs. externals

© 2014 Cengage Learning14-4

Environmental Contingencies

• Task structure

• Formal authority system

• Primary work group



Normative Decision Theory

Helps leaders decide how much employee participation (from none to

letting employees make the entire decision) should be used when making

decisions.





14-5

Visionary Leadership

Creates a positive image of the future that motivates organizational

members and provides direction for future planning and goal setting.


Charismatic Leadership The behavioral tendencies and personal characteristics of leaders that create an

exceptionally strong relationship with followers.

•Articulate a clear vision for the future that is based on strongly held values or morals•Model those values by acting in a way consistent with the vision•Communicate high performance expectations to followers•Display confidence in followers’ abilities to achieve the vision



Transformational Leadership


Generates awareness and acceptance of a group’s purpose and mission and gets

employees to see beyond their own needs and self interests for the good of the group.

14-6

Components of Transformational Leadership

• Charismatic leadership or idealized influence

• Inspirational motivation

• Intellectual stimulation

• Individualized consideration


Transactional Leadership

Based on an exchange process in which followers are rewarded for good

performance and punished for poor performance.


<click screenshot for video>

Camp Bow Wow

1. Does Camp Bow Wow CEO Heidi Ganahl possess qualities associated with contemporary leadership?

2. In what way is Heidi Ganahl’s leadership charismatic and visionary? Give examples.

3. Where does Heidi Ganahl’s leadership fall on the Leader-ship Grid discussed in the chapter? Explain.


http://www.cengage.com/management/webtutor/daft_mgt10e/video/ojt/ch15.html

Chapter 14 Leadership MGMT6 © 2014 Cengage Learning.

Documents