CHAPTER 13

* Leadership = the process of inspiring others to work hard to accomplish

important tasks.
* MANAGEMENT FUNCTIONS
1. Leading = to inspire effort.
2. Planning = to set the direction
3. Organizing = to create structures
4. Controlling = to ensure results
* Power = the ability to get somone else to do something you want done or to
make things happen the way you want.
* Reward power = the capacity to offer something of value as a means of
influencing other people.
* Coercive power = the capacity to punish or withhold positive outcomes as a
means of influencing other people.
* Legitimate power = the capacity to influence other people by virtue or formal
authority or the rights of office.
* Expert power = the capacity to influence other people because of
specialized knowledge.
* Referent power = the capacity to influence other people because of their
desire to identify personally with you.
* Vision = a clear sense of the future.
* Visionary leadership = brings to the situation a clear sense of the future and
an understanding of how to get there.
* Servant leadership = is followercentered and commited to helping others in
their work.
* Empowerment = enables others to gain and use decision making power.
* PERSONAL TRAITS OF SUCCESSFUL LEADERS

1. Drive
2. Self-confidence
3. Creativity
4. Cognitive ability
5. Job-relevant knowledge
6. Motivation
7. Flexibility
8. Honesty and integrity
* A leader high in concern for task = plans and defines the work to be done,
asigns task responsabilities, sets clear work standards, urges task completion
and monitors performance results.
* A leader high in concern for people = acts with warmth and supportiveness
toward followers, maintains good social relations with them, respects their
feelings, is sensitive to their needs and shows trust in them.
* Leadership style = the recurring pattern of behaviors exhibited by a leader.
* Autocratie = leader acts in a command-and-control fashion.
* Human relations = leader emphasizes people over task.
* Laissez-faire = leader has "do the best you can and do not bother me"
attitude.
* Democratic = leader emphasizes both tasks and people.
* Least-preferred co-worker scale = LPC, is used in Fiedlers contigency
model to measure a persons leadership style.
* 3 CONTIGENCY VARIABLES
1. quality of leader-member relations = measures the degree to which the
gorup supports the leader.
2. task structure = measures the extent to which task goals, procedures and
guidelines are clearly spelled out.
3. position power = measures the degree to which the position gives the
leader power to reward and punish subordinates,
* For high-control situations and low-control situations the best fit is task-

motivated leader.
* For moderate-control situations best fit is relationship-motivated leader.
* HERSEY SITUATIONAL LEADERSHIP MODEL
1. Delegating = allowing the group to take resposability for task decisions : a
low-task, low-relationship style.
2. Participating = emphasiying shared ideas and pariticipative decisions on
task directions : a low-task and high-relationship style.
3. Selling = explaining task directions in a supportive and persuasive way : a
high-task and high-relationship style.
4. Telling = giving specific tasks directions and closely supervising work : a
high-task anbd low-relationship style.
* Directive leadership = letting followers know what is expected : giving
directions on what to do and how to do, scheduling work to be done,
maintaining definite standards of performance and clarifying the leaders role
in the group.
* Supportive leadership = doing things to make work more pleasant : treating
team members as equals, being friendly and approachable and showing
concern for the well-being of subordinates.
* Achievement-oriented leadership = setting challenging goals : expecting the
highest levels of performance, emphasizing continuous improvement in
performance and displaying confidence in meeting high standards.
* Participative leadership = involving team members in decision making :
consulting with them, asking for suggestions and using those suggestions for
decision making.
* CONTIGENCY RELATIONSHIPS IN HOUSES PATH-GOAL THEORY
- Leaderships styles : directive, supportive, achievement-oriented and
participative.
- Follower contigencies : ability, experience and locus of control
- Leader effectiveness : value added to situation.
- Environmental contigencies : task structure, authority system and work
group.
* Substitutes for leadership = factors in the work setting that direct work efforts

without involvement of a leader.

* LEADER-MEMBER EXCHANGE THEORY
- Leader-Member exchange relationship consists of followers defined into outgroup and followers defined into the in-group. The perceptions of the followers
are : compatibility, competency and personality.
* Authority decision = made by the leader and then communicated to the
group.
* Consultative decision = made by the leader after receiving information,
advice or other opinions.
* Group decision = made by group members themselves.
* 5 WAYS FOR LEADER TO MAKE DECISIONS
1. Decide alone
2. Consult individually
3. Consult with group
4. Facilitate with group
5. Delegate to group
* SPECIAL QUALITIES LEADERS
- Vision : having ideas and a clear sense of direction. Communicating these to
others, developing excitement about accomplishing shared dreams.
- Charisma : using the power of personal reference and emotion to arouse
othersenthusiasm, faith, loyalty, pride and trust in themselves.
- Symbolism : identifiying heroes and holding spontaneous and planned
ceremonies to celebrate excellence and high achievement.
- Empowerment : helping others develop by removing performance obstacles,
sharing responsabilities and delegating truly challenging work.
- Intellectual stimulation : gaining the involvement of others by creating
awareness of problems and stirring their imaginations.
- Integrity : being honest and credible, acting consistently out of personal
contraviction and following through on commitments.
* Charismatic leader = inspires followers in extraordinary ways.
* Transformational leadership = is inspirational and arouses extraordinary
effort and performance.

* Emotional intelligence = the ability to manage our emotions in social

relationship.
* EMOTIONALLY INTELLIGENT LEADER
- Motivated and persistent
- High self awareness
- Good relationship management
- High social awareness
- Good self management
* Gender similarities hypothesis = holds that males and females have similar
psychological properties.
* Interactive leadership leaders = are strong communicators and act
democratic and participative with followers.
* Moral leadership = always good and right by ethical standards.
* Authentic leadership = activates positive psychological states to achieve self
awareness and positive self regulation.
* DRUCKERS LEADERSHIP WISDOM
- Define and communicate a clear vision
- Accept leadership as a responsability, not a rank
- Surround yourself with talented people
- Dont blame others when things go wrong
- Keep your intregrity
- Be consistent