Chapter 11

Leadership
The Nature of Leadership
• Leaders make a difference, they are key to organizational success

• People, influence, and goals

• Relationship with people is not passive

• Leadership is reciprocal among people

• Leadership is the ability to influence people toward the attainment of goals

Contemporary Leadership
• Leadership evolves as the needs of the organization change

• Leadership has evolved with technology, economic, labor, social and cultural changes

• Responding to the turbulence and uncertainty of the environment

• Postheroic approach – subtle, unseen and unrewarded acts rather than big heroic
accomplishments

• Humility – unpretentious and modest rather than arrogant and prideful

Level-Five Leadership
Level-five leadership refers to the highest level in a hierarchy of manager
capabilities
• Lack of ego
• Fierce resolve to do what is best for organization
• Credit other people
• Ambitious for the company
Level-Five Hierarchy
Interactive Leadership
 Derived from studies of women leaders

 Minimizing personal ambition

 Developing others

 Consensual and collaborative

 Influence derived from relationships

From Management to Leadership
 Good management is essential to organizations

 But… Good managers must be leaders

 Management promotes stability, order, and problem solving

 Leadership motivates toward changing challenges

 Leadership cannot replace management, there should be a balance of both

Leader and Manager Qualities
Leadership Traits
• Early research on leadership focused on traits

• Traits are emerging as a leadership interest

• Combine trait research with other leadership ideas

• Traits: intelligence, honesty, self-confidence, appearance

Personal Characteristics of Leaders
Behavioral Approaches
• Research beyond leadership traits

• Defined two leadership behaviors:

• Task-oriented behavior

• People-oriented behavior

• Foundation of important leadership studies

Ohio State Studies
Identified two major behaviors:
• Consideration; people oriented
• Mindful of subordinates
• Respects ideas and feelings
• Establishes mutual trust

• Initiating structure; task behavior

• Task oriented
• Directs work activities toward goals
Michigan Studies
Compared the behavior of effective and ineffective supervisors
• Employee-centered leaders (most effective)
• Establish high performance goals
• Display supportive behavior

• Job-centered leaders (not effective)

• Less concerned with goal achievement/human needs
• Focus on meeting schedules, cost-management and efficiency
The Leadership Grid
Contingency Approaches
• How do situations influence leader effectiveness?
• Hersey and Blanchard
• Leadership Model (Fiedler)
• Substitutes for leadership concept
Hersey and Blanchard’s Situational Theory
Situational Theory of Leadership
• Extension of behavioral theories

• Focus on characteristics of followers

• Seek appropriate leadership behavior

• Leadership is based on relationship with followers and readiness level of followers

Fiedler’s Contingency Theory
• Leader’s style is task oriented or relationship oriented
• Relatively fixed

• Goal is to match the leader’s style with organizational situation

• Analyze the leaders’ style to the favorability of the situation

How Leader Style Fits the Situation
Substitutes for Leadership

There are situations where leader

style is unimportant

There are situations and variables

that can substitute or neutralize
leadership characteristics
Substitutes and Neutralizers for Leadership
Charismatic and Visionary Leadership
• Charismatic leaders are skilled in the art of visionary leadership
• Vision is an attractive ideal future
• Inspire and motivate people to do more
• A lofty vision
• Ability to understand and empathize
• Empowering and trusting subordinates
• Visionary leaders speak to the hearts of employees to be a part of
something big
Transformational versus Transactional
Leadership

Transactional Transformational
• Clarify tasks • Innovative
• Initiate structure • Recognize follower needs
• Provide awards • Inspire followers
• Improve productivity • Create a better future
• Hard working • Promote significant change
• Tolerant & fair-minded
• Focus on management
Followership
• The organization does not exist without followers
• Leaders must understand their followers
• Alienated follower
• Conformist
• Pragmatic survivor
• Passive follower
• Effective follower
• Is the follower active or passive?
Styles of Followership
Power and Influence
• Position Power
• Legitimate Power
• Reward Power
• Coercive Power Both leaders
and followers
• Personal Power use power to
• Expert Power
• Referent Power get things
done
• Other Sources of Power
• Personal Effort
• Network of Relationships
• Information
Interpersonal Influence Tactics
Leadership as Service

Servant Leader: a leader who

works to fulfill subordinates’
needs and goals as well as to
achieve the organization’s
larger mission.
Moral Leadership
• Leadership can be used for good or bad.

• Leaders have a responsibility to use their power wisely and ethically.

• There has been an unethical climate in the U.S.

• Moral leadership is about distinguishing from right and wrong and choosing to do right.
• Seeking just, honest, good, decent behavior as leaders