Leadership in

Organizations

Continued

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 Ex. 11.2 Personal Characteristics of Leaders

Physical characteristics Personality Work-related characteristics

Energy Self-confidence Achievement drive, desire to excel
Physical stamina Honesty and integrity Conscientiousness in pursuit of goals
Enthusiasm Persistence against obstacles, tenacity
Desire to lead
Independence
Social background
Intelligence and ability Social characteristics Education
Judgment, cognitive ability Sociability, interpersonal skills Mobility
Knowledge Cooperativeness
Judgment, decisiveness Ability to enlist cooperation
Tact, diplomatic

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 Forms of Position Power
 Legitimate Power: power coming from a formal
management position.
 Reward Power: stems from the authority to bestow
rewards on other people.
 Coercive Power: the authority to punish or
recommend punishment.

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 Forms of Personal Power
 Expert Power: leader’s special knowledge or skill
regarding the tasks performed by followers.
 Referent Power: personality characteristics that
command subordinates’ identification, respect, and
admiration so they wish to emulate the leader.

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Ex. 11.3 The Leadership Grid® Figure
High 1,9 9,9
Country Club Management Team Management
Thoughtful attention to the Work accomplishment is from
needs of people for satisfying committed people; interdependence
relationships leads to a com- through a “common stake” in
fortable, friendly organization organization purpose leads to
atmosphere and work tempo. relationships of trust and respect.
Concern for People

5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level.

Impoverished Authority-Compliance
Management Efficiency in operations results
Exertion of minimum effort from arranging conditions of
to get required work done work in such a way that human
is appropriate to sustain elements interfere to a
Low organization membership. minimum
1,1 degree. 9,1
Low Concern for Production High
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 Hersey and Blanchard’s Situational
Leadership Theory
A contingency approach to leadership that links the leader’s
behavioral style with the task readiness of subordinates.
 Levels of readiness:
 Low (Telling)
 Moderate (Selling)
 High (Participating)
 Very high (Delegating)

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 Path-Goal Theory
Contingency approach, the leader’s responsibility is to
increase subordinates’ motivation to attain personal
and organizational goals through:
 Clarifying the paths to rewards.
 Increasing the rewards that the subordinate values
and desires.

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Ex. 11.6 Leader Roles in the Path-Goal Model

SOURCE: Based on Bernard M. Bass,

“Leadership: Good, Better, Best,”
Organizational Dynamics 13 (Winter
1985),26-40

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 Path-Goal Classification of
Leader Behaviors
 Supportive leadership:
 Leader behavior that shows concern for subordinates.
 Open, friendly, and approachable.
 Creates a team climate.
 Treats subordinates as equals.

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 Path-Goal Classification of
Leader Behaviors (contd.)
 Directive leadership:
 Tells subordinates exactly what they are supposed to do.
 Planning, making schedules, setting performance goals, and behavior
standards.

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 Path-Goal Classification of
Leader Behaviors (contd.)
 Participative leadership:
 Consults with his or her subordinates about decisions.

 Achievement-oriented leadership:
 Sets clear and challenging goals for subordinates.
 Behavior stresses high-quality performance.

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 Situational Contingencies
Two important situational contingencies in the
path-goal theory:
 The personal characteristics of group members.
 The work environment.

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 Path-Goal Situations and
Ex. 11.7
Preferred Leader Behaviors

SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981), 146-152.

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Leadership

Leadership Video

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