Ch10leadeship Daft

Chapter 15
Leadership
Developed by Cool Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.
Leadership
IdeaBridge, travel the
globe solving problems
 Probably no topic more important to business

success today than leadership.
The ability to influence people toward the attainment
of organizational goals.
Leadership is dynamic and involves the use of
power.
Leadership versus Management
Management Power:
comes from organizational structure, it promotes stability,
order, and problem solving within the structure.
Leadership Power:
comes from personal sources, such as personal interests, goals,
and values.
promotes vision, creativity, and change.
The major differences between the leader and the manager relates
to their source of power and level of compliance.
Sources of Power
 Power : the potential ability to influence other ‘s behavior.
 Influence: the effect of person’s actions have on the attitude, values,
beliefs or behaviors of others.
 Legitimate Power: power coming from a formal management position.
 Reward Power: stems from the authority to bestow/give rewards on
other people.
 Coercive Power: the authority to punish or recommend punishment.
 Expert Power: leader’s special knowledge or skills regarding the tasks
performed by followers.
 Referent Power: personality characteristics that command
subordinates’ identification, respect, and admiration so they wish to
emulate the leader
Leader versus Manager Qualities
LEADER MANAGER
SOUL MIND
Visionary Rational
Passionate Consulting
Creative Persistent
Flexible Problem solving
Inspiring Tough-minded
Innovative Analytical
Courageous Structured
Imaginative Deliberate
Experimental Authoritative
Initiates change Stabilizing
Personal power Position power
Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12
1. Leadership Traits
• Early efforts to understand leadership success focused

on the leader’s characteristics or traits.
• Traits are the distinguishing personal characteristics

of a leader such as intelligence, values, self
confidence, and appearance. Great man
approach
Personal Characteristics of Leaders
Physical characteristics Personality Social characteristics

Activity Enthusiasm Ability to enlist cooperation
Energy Desire to lead Popularity, prestige
Honesty and integrity Sociability, interpersonal skills
Self-confidence Social participation
Tact/diplomacy
Social background Work-related characteristics
Mobility Achievement drive
Drive for responsibility
Responsibility in pursuit of goals
Task orientation
Intelligence and ability
Judgment, decisiveness
Knowledge
Fluency of speech
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet,
Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).
Behavioral Approaches: Task oriented
and people oriented behavior
Ohio State studies
Consideration: the extent to which the leader is sensitive to
subordinates , respects their ideas, and feelings
– Is mindful of subordinates
– Establishes mutual trust
– Provides open communication and develops teamwork
Initiating Structure: the extent to which the leader is task oriented
– Is task oriented
– Directs subordinate work activities toward goal attainment
– Typically give instructions, spend time planning, and emphasize
deadlines
– Provide explicit schedules of work activities
Michigan Studies
• The most effective supervisors were those who

focused on the subordinates’ human needs in order to
build effective work group with high performance
goals (employee centered leader).
• The less effective leaders were called Job centered
leaders: Less concerned with goal achievement and
human needs in favor of meeting schedules, keeping
costs low, and achieving efficiency.
•
Leadership Grid, Black and Mouton
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
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.
Contingency Approaches
A model of leadership that describes the relationship

between leadership styles and specific organizational
situations.
Path Goal Theory
Source: Based on Bernard M. Bass, “Leadership:

Good, Better, Best,” Organizational Dynamics 13
(Winter 1985), 26-40.
Path-Goal Theory Leaders Behaviors
 Supportive leadership:
… Leader behavior that shows concern for subordinates
… Open, friendly, and approachable
… Creates a team climate
… Treats subordinates as equals
 Directive leadership:
… Tells subordinates exactly what they are supposed to do
… Planning, making schedules, setting performance goals, and
behavior standards
 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
Path-Goal Situational Contingencies
 The personal characteristics of group members

 The work environment
Path-Goal Situations &
Preferred Leader Behavior
Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.
Leading Change
Transactional Leaders:
 Clarify the role and task requirements of subordinates
 Initiate structure
 Provide appropriate rewards
 Try to be considerate
 Meet the social needs of subordinates
Charismatic Leaders:
 The ability to inspire
 Motivate people to do more than they would normally do
 Tend to be less predictable than transactional leaders
 Create an atmosphere of change
 May be obsessed by visionary ideas
Leading Change
Transformational Leaders:
 A leader distinguished by a special ability to bring about
innovation and change
 Inspire followers not just to believe in the leader
personally, but to believe in their own potential to imagine
and create a better future for the organization.
 Lead changes in the organization’s mission, strategy,
structure, and culture.
 Do not rely on tangible rules and incentives to control
specific transaction with followers, but they focus on
intangible qualities such as vision, shared values, and ideas
to build relationship.
Post-Heroic Leadership for Turbulent
Times
• The post-heroic leader’s major characteristics is humility ( being
unpretentious/humbleM‫ضع‬M‫ متوا‬and modest rather than arrogant and
prideful). There are five approaches:
• Servant leadership: A leader who works to fulfill
subordinates’ needs and goals as well as to achieve the
organization’s larger mission.
• Level 5 Leadership: refers to the highest level in a
hierarchy of manager capabilities. The key characteristic of level 5
leaders is an almost complete lack of ego. Level 5 leaders often
seem shy and unpretentious. Although they accept full
responsibilities for mistakes, poor results, or failures, Level 5
leaders give credit for successes to other people.
• Interactive Leadership: The leader favors a
collaborative process, and influence derives from
relationships rather than position power and formal
authority.
• E- Leadership: effective e-leaders set clear goals
and timelines and are very explicit about how people
will communicate and coordinate their work. They
tend to be open minded, flexible, exhibit positive
attitudes that focus on solutions rather than problems.
They never forget that work is accomplished through
people.
• Moral Leadership is about distinguishing right
from wrong and choosing to do right. It means
seeking the just, the honest, the good, and the decent
behavior in the practice of leadership.
Building Management Skills: Analyzing
failure of leadership
• Think about a situation you are familiar with in which a leader
was very ineffective. Then answer the following questions:
• 1- What sources of power did this leader have? Did the leader
have enough power to influence his or her followers
• 2- What kind of behaviors did this leader engage in? were they
appropriate for the situation? Why or why not?
• 3- From what you know , do you think this leader was a task
oriented or a relationship oriented?
• 4- What signs, if any, did this leader show of being a
transformational leader?

Ch10leadeship Daft

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ch10leadeship Daft

Uploaded by

Copyright:

Available Formats

Chapter 15

 Probably no topic more important to business

• Early efforts to understand leadership success focused

• Traits are the distinguishing personal characteristics

Physical characteristics Personality Social characteristics

• The most effective supervisors were those who

A model of leadership that describes the relationship

Source: Based on Bernard M. Bass, “Leadership:

 The personal characteristics of group members

You might also like