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Chapter14 2
Chapter14 2
Leadership
McGraw-Hill/Irwin
Contemporary Management, 5/e
Learning Objectives
Explain what leadership is, when leaders are
effective and ineffective, and the sources of
power that enable managers to be effective
leaders.
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.
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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
leadership.
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Question?
What is an individual who is able to exert
influence over other people to help
achieve group or organizational goals?
A. Manager
B. Leader
C. Chief
D. Organizer
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Figure 14.1
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Empowerment: An Ingredient in
Modern Management
Empowerment
The process of giving employees at all levels
in the organization the authority to make
decisions, be responsible for their outcomes,
improve quality, and cut costs
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Empowerment: An Ingredient in
Modern Management
Empowerment increases a managers
ability to get things done
Empowerment increases workers
involvement, motivation, and commitment
Empowerment gives managers more time
to concentrate on their pressing concerns
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Leadership Models
Trait Model
Attempt to identify personal characteristics
that cause for 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.
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Leadership Models
Behavioral Model
Identifies the two basic types of behavior
that many leaders engaged in to influence
their subordinates
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Leadership Models
Behavioral Model
Consideration: leaders show subordinates they
trust, respect, and care about them
Managers look out for the well-being of their
subordinates
Do what they can to help subordinates feel
good and enjoy the work they perform
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Leadership Models
Behavioral Model
Initiating structure: leaders take steps to
make sure that work gets done,
subordinates perform their work acceptably,
and the organization is efficient and
effective
Managers assign tasks to groups and let
subordinates know what is expected of
them
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Fiedlers Model
Situation Characteristics
Leader-member relations extent to which
followers like, trust, and are loyal to their
leader
Task structure extent to which the work to
be performed is clear-cut so that a leaders
subordinates know what needs to be
accomplished and how to go about doing it
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Fiedlers Model
Situation Characteristics
Position Power - the amount of legitimate,
reward, and coercive power leaders have
due to their position. When positional power
is strong, leadership opportunity becomes
more favorable.
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Figure 14.2
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Question?
Which leadership behavior gives
subordinates a say in matters that
affect them?
A. Directive behavior
B. Supportive behavior
C. Participative behavior
D. Achievement-oriented behavior
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Discussion Question
Which leadership model is the most
effective?
A. Trait model
B. Behavior model
C. Fiedlers model
D. Path-goal theory
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Transformational Leadership
Leadership that:
1. Makes subordinates aware of the importance
of their jobs are for the organization and
how necessary it is for them to perform those
jobs as best they can so that the
organization can attain its goals
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Transformational Leadership
2. Makes subordinates aware of their own
needs for personal growth,
development, and accomplishment
3. Motivates workers to work for the good
of the organization, not just for their
own personal gain or benefit
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Intellectual Stimulation
Intellectual Stimulation
Manager leads subordinates to view
problems as challenges that they can and
will meet and conquer
Manager engages and empowers
subordinates to take personal responsibility
for helping to solve problems
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Developmental Consideration
Developmental Consideration
Manager supports and encourages
subordinates, giving them opportunities to
enhance their
skills and
capabilities and
to grow and
excel on the job
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Transactional Leadership
Transactional Leaders
Use their reward and coercive powers to
encourage high performancethey
exchange rewards for performance and
punish failure.
Push subordinates to change but do not
seem to change themselves.
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