Management, 13e

Richard L. Daft

Chapter 15
Leadership

© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.1 Level 5 Hierarchy

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.2 Components of Authentic
Leadership

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.3 Gender Differences in
Leadership Behaviors

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.4 Leader and Manager Qualities

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.5 Personal Characteristics
of Leaders

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Behavioral Approaches
 Leaders’ traits alone don’t explain effective
leadership
 Two leadership behaviors
 Task-oriented behavior
 People-oriented behavior

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.6 The Leadership Grid®

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.7 Situational Model of
Leadership

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.8 How Leader Style Fits the
Situation

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.9 Substitutes and Neutralizers
for Leadership

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Charismatic and Transformational
Leadership
 Some approaches are more effective at inspiring
commitment and enthusiasm
 Effective approaches
 Charismatic leadership
 Transformational leadership

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Followership (slide 1 of 2)
 Organization does not exist without followers
 Top five desired qualities

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.10 Styles of Followership

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 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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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15.11 Six Interpersonal Influence
Tactics for Leaders

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© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.