CHAPTER 6: LEADING

Part 1: Leadership
Part 2: Motivating employees
 Part 1: Leadership

1. Management versus leadership

2. Behavioral theories
Theories proposing that specific
behaviors differentiate leaders from
non-leaders.
3. Contingency theories of
leadership
Theories that situational factors impact
leadership effectiveness.
 Part 1: Leadership

What is Leader and Leadership?

• a leader is someone who can
influence others and who has
managerial authority.
• Leadership is a process of leading
a group and influencing that group
to achieve its goals. It’s what
leaders do.
 Part 1: Leadership
Leadership traits
 2. Early theory of leadership

• Behavioral theories or Leadership behaviors

 The University of Iowa studies (Kurt Lewin)
 The Ohio state studies
 The University of Michigan studies
 The Managerial grid (Blake and Mouton)
 3. Contingency theories of leadership

 The Situational leadership model

 Path- goal theory
 1. Leadership versus management
Leader Manager

• Effective • Efficient
• Long-term minded • Short-term minded
• What? Which? • How?
• Visionary • Missionary
• Development • Maintaining
 1. Leadership versus management

The main differences between the leader

and the manager
• their source of power
• the level of compliance it engenders within
followers

VIDEO
 Coercive

Referent Reward
Power

Expert Legitimate
 Position power- manager

• Legitimate power
Power coming from a formal
management position in an
organization and the authority
granted
• Reward power
Reward power stems from the
authority to bestow rewards on other
people.
• Coercive power
Coercive power refers to the
authority to punish or recommend
punishment
 Personal power- leader

• Expert power
Power resulting from a leader’s
special knowledge or skill regarding
the tasks performed by followers

• Referent power
Referent power comes from leader
personality characteristics the
command employees’ identification,
respect and admiration so that they
wish to emulate the leader.
 2. Early theory of leadership

• Behavioral theories
 The University of Iowa studies (Kurt Lewin)
 The Ohio state studies
 The University of Michigan studies
 The Managerial grid (Blake and Mouton)
 a. University of Iowa Studies (Kurt Lewin)
• Identified three leadership styles:
- Autocratic style: centralized authority, low
participation
- Democratic style: involvement, high participation,
feedback
- Laissez faire style: hands-off management

• Research findings: mixed results

» No specific style was consistently better for
producing better performance
» Employees were more satisfied under a
democratic leader than an autocratic leader.
VIDEO
YouTube - Speeches of Autocratic and D
 b. Ohio State Studies

• Initiating Structure
The extent to which a leader is
likely to define and structure his or
her role and those of sub-
ordinates in the search for goal
attainment.

• Consideration
The extent to which a leader is
likely to have job relationships
characterized by mutual trust,
respect for subordinate’s ideas, and
regard for their feelings.
 b. Ohio State Studies

 Research findings:

A leader may have any of 4 styles:

High initiating structure- low consideration
High initiating structure- high consideration
Low initiating structure- high consideration
Low initiating structure- low consideration
 c. University of Michigan Studies

 Identified two dimensions of leader behavior

- Employee oriented: emphasizing personal
relationships, taking a personal interest in the needs
of employees and accepting individual differences
among members
-Production oriented: emphasizing task
accomplishment

 Research findings:
Leaders who are employee oriented are strongly
associated with high group productivity and high job
satisfaction.
 d. Managerial Grid

Exhibit: The Managerial Grid (source: Robbins, 2006, p. 571)

 d. Managerial Grid
• Appraises leadership styles using two dimensions:
• Concern for people
• Concern for production
• Places managerial styles in five categories:
• Impoverished management (1,1, or low concern for production, low
concern for people): means the absence of a management philosophy;
managers exert little effort towards interpersonal relationships or work
accomplishment.
• Task management (9,1, or high concern for production, low concern for
people): occurs when efficiency in operations is the dominant orientation.
• Middle-of-the-road management (5,5, or medium concern for production,
medium concern for people): reflects a moderate amount of concern for both
people and production.
• Country club management (1,9, or low concern for production, high
concern for people): occurs when primary emphasis is given to people rather
than to work outputs.
• Team management (9,9, or high concern for production, high concern for
people): often considered the most effective style and is recommended for
managers because organization members work together to accomplish tasks.
Summary for Behavioral Theories of Leadership

Exhibit: Behavioral Theories of Leadership (source: Robbins, 2006, p.572)

Summary for Behavioral Theories of Leadership

Exhibit: Behavioral Theories of Leadership (source: Robbins, 2006, p.572)

 3. Contingency theories of leadership

 The Situational leadership model

 Path- goal theory
 3. Contingency theories of leadership

The Fiedler Model

•Leader–member relations: the degree of
confidence, trust, and respect employees have for
their leader; rated as either good or poor.
• Task structure: the degree to which job
assignments are formalized and structured; rated as
either high or low.
• Position power: the degree of influence a leader
has over activities such as hiring, firing, discipline,
promotions, and salary increases; rated as either
strong or weak.
 3. Contingency theories of leadership

a. The Situational leadership model (Hersey & Blanchard)

The Situational Leadership Model is a contingency approach
to leadership that links the leader’s behavior style with the
task readiness of employees
• Acceptance: leadership effectiveness depends on
whether followers accept or reject a leader.
• Readiness: the extent to which followers have the
ability and willingness to accomplish a specific task.
 a. The Situational leadership model
(Hersey & Blanchard)

Exhibit: The Situational Leadership Model of Hersey (source: Robbins, 2006, p.576)
 a. The Situational leadership model
(Hersey & Blanchard)
• Four stages follower readiness:
• R1 (followers are unable and unwilling)
 …. Style??

• R2: (followers are unable but willing)

 …. Style??

• R3: (followers are able but unwilling )

 …. Style??

• R4: (followers are able and willing)

 …. Style??
 a. The Situational leadership model
(Hersey & Blanchard)

• 4 specific leadership styles

• Telling (high task-low relationship leadership): the
leader defines roles and tells people what to do, and
how, when and where to do the various tasks.
• Selling (high task-high relationship leadership): the
leader provides both directive and supportive behavior.
• Participating (low task-high relationship leadership):
the leader and follower share in decision making; the
main role of the leader is facilitating & communication.
• Delegating (low task-low relationship leadership): the
leader provides little direction or support.
 b. Path- goal theory

• Path-goal theory states that the leader’s job is to assist

his or her followers in attaining their goals and to provide
direction or support to ensure their goals are compatible
with organizational goals.
b. Path- goal theory
 b. Path- goal theory

Different leadership styles depend on the situation

• Directive leadership: the leader tells employees
exactly what they are supposed to do.
Leader behavior includes planning, making schedules,
setting performance goals and behavior standards, and
stressing adherence to rules and regulations.

• Supportive leadership: leader shows concern for

employee’s wellbeing and personal needs.
Leadership behavior is open, friendly, and
approachable, and the leader creates a team climate
and treats employees as equals. Supportive leadership
is similar to the consideration leadership described
earlier.
 b. Path- goal theory

Different leadership styles depend on the situation

• Participative leadership: leader consults with his/her
employees about decisions.
Leader behavior includes asking for opinions and
suggestions, encouraging participation in decision
making, and meeting with employees in their workplaces.
The participative leadership encourages group discussion
and written suggestions.

• Achievement oriented leadership: leader sets clear and

challenging goals for employees.
Leader behavior stresses high quality performance and
improvement over current performance. Achievement-
oriented leaders also show confidence in employees and
help them learn how to achieve high goals.