Management, 13e

Richard L. Daft

Chapter 15
Leadership
 The Nature of Leadership
 Many styles of leadership can be effective
 People, influence, and goals
 Leadership: the ability to influence
people toward the attainment of goals
 Reciprocal, occurring among people
 A “people” activity, distinct from
administration or problem solving

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 Contemporary Leadership
(slide 1 of 2)

 Concept of leadership evolves as the

needs of organizations change
 Leadership has evolved with technology,
economic conditions, labor conditions,
and social and cultural mores of the times
 Response to the turbulence and
uncertainty of the environment

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 Contemporary Leadership
(slide 2 of 2)

 Four approaches for today’s turbulent

times
 Level 5 leadership
 Servant leadership
 Authentic leadership
 Interactive leadership (gender differences)

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 Level 5 Leadership
 Highest level in a hierarchy of manager
capabilities
 Lack of ego (humility)
 Humility: being unpretentious and modest
 Fierce resolve to do what is best for
organization
 May seem shy and self-effacing
 Accept responsibility for failures and give
credit for success to other people

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15.1 Level 5 Hierarchy

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 Servant Leadership
 Some leaders assume work exists for the
development of the worker as much as
the worker exists to do the work
 Servant leader: leader who transcends
self-interest to serve others, the
organization, and society
 Servant leaders give away power, ideas,
information, recognition, credit, and
money

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 Authentic Leadership
 Authentic leadership: individuals who
know and understand themselves, who
espouse and act consistently with higher-
order ethical values, and who empower
and inspire others with their openness
and authenticity

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15.2 Components of
Authentic Leadership

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 Interactive Leadership
 Some general characteristics are
associated with Level 5 leaders and
female leaders
 Interactive leadership: leader favors a
consensual and collaborative process, and
influence derives from relationships rather
than position power and formal authority

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15.3 Gender Differences in
Leadership Behaviors

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 From Management to
Leadership
 Good management is essential to
organizations, yet managers must be
leaders too
 Management promotes stability and order
within the existing organizational
structure
 Leadership promotes vision and change

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15.4 Leader and Manager
Qualities

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 Leadership Traits
(slide 1 of 2)

 Early research on leadership focused on

traits
 Traits: distinguishing personal
characteristics of a leader
 Early research looked at the Great Man
approach to leadership
 Traits are reemerging as a leadership
interest

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 Leadership Traits
(slide 2 of 2)

 Effective leaders possess varied traits and

combine these with their strengths
 Strengths: natural talents and abilities
that have been supported and reinforced
with learned knowledge and skills and
provide each individual with the best tools
for accomplishment and satisfaction

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15.5 Personal Characteristics
of Leaders

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 Behavioral Approaches
 Leaders’ traits alone don’t explain
effective leadership
 Two leadership behaviors
 Task-oriented behavior
 People-oriented behavior

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 Task Versus People
(slide 1 of 2)

 Ohio State studies identified two behaviors

 Consideration: extent to which the leader is
mindful of subordinates, respects their ideas
and feelings, and establishes mutual trust
 People-oriented behavior
 Initiating structure: extent to which the
leader is task-oriented and directs
subordinate work activities toward goal
attainment
 Task-oriented behavior

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 Task Versus People
(slide 2 of 2)

 University of Michigan compared behavior of

effective and ineffective supervisors
 Employee-centered leaders (most effective)
 Establish high performance goals
 Display supportive behavior to subordinates
 Job-centered leaders (less effective)
 Focus on meeting schedules, cost-
management, and production efficiency
 Less concerned with goal achievement and
human needs

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15.6 The Leadership Grid®

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 Contingency Approaches
 Contingency approaches: methods of
exploring how the organizational situation
influences leader effectiveness
 Approaches
 Situational model
 Fiedler’s contingency theory
 Situational substitutes

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 Situational Model of
Leadership
 Extension of behavioral theories
 Focuses on characteristics of followers
 Seeks appropriate leadership behavior
 Subordinates vary in readiness
 Readiness is determined by subordinate’s
degree of willingness and ability

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15.7 Situational Model of
Leadership

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 Fiedler’s Contingency
Theory
 Leader’s style is task-oriented or
relationship-oriented
 Leadership style is difficult to change
 It’s better to match the leader’s style to
favorability and the organizational
situation

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15.8 How Leader Style Fits
the Situation

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 Situational Substitutes for
Leadership
 Substitute for leadership: something
that makes the leadership style
unnecessary or redundant
 Neutralizer: something that counteracts
the leadership style and prevents the
leader from displaying certain behaviors

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15.9 Substitutes and
Neutralizers for Leadership

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 Charismatic and
Transformational
Leadership
 Some approaches are more effective at
inspiring commitment and enthusiasm
 Effective approaches
 Charismatic leadership
 Transformational leadership

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 Charismatic Leadership
 Charismatic leader: individual who has
the ability to inspire and motivate people
to do more than they would normally do,
despite obstacles and personal sacrifice
 Source of charismatic leader’s impact
 Lofty vision
 Ability to understand and empathize
 Empowering and trusting subordinates
 Vision: attractive, ideal future that is
credible yet not readily available
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 Transformational Versus
Transactional Leadership (slide 1 of 2)

 Transformational leaders: individuals

distinguished by their special ability to
bring about innovation and change
 Recognize followers’ needs and concerns
 Provide meaning
 Challenge people to look at old problems
in new ways
 Act as role models for new values and
behaviors

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 Transformational Versus
Transactional Leadership (slide 2 of 2)

 Transactional leaders: individuals who

clarify the role and task requirements of
subordinates, initiate structure, provide
appropriate rewards, and try to be
considerate and meet the social needs of
subordinates

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 Followership (slide 1 of 2)

 Organization does not exist without

followers
 Top five desired qualities

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 Followership (slide 2 of 2)

 Type of followers determined by extent of

passivity, independence, and critical
thinking
 Alienated follower
 Conformist
 Pragmatic survivor
 Passive follower
 Effective follower

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15.10 Styles of Followership

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 Power and Influence
 Power: potential ability to influence the
behavior of others
 Influence: the effect that a person’s
actions have on the attitudes, values,
beliefs, or behavior of others

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 Types of Power (slide 1 of 2)

 Hard position power: power from the

organization
 Legitimate power
 Reward power
 Coercive power
 Personal soft power: power from the
individual
 Expert power
 Referent power

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 Types of Power (slide 2 of 2)

 Other sources of power: power not

from organization or individual
 Personal effort
 Network of relationships
 Information

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15.11 Six Interpersonal
Influence Tactics for
Leaders

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