Chapter 15

Leadership

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 The Nature of Leadership
 Many styles of leadership can be effective
 People, influence, and goals
Leadership is the ability to influence people toward
the attainment of goals
Reciprocal, occurring among people
A “people” activity, different than administration and
problem solving

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 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

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 Contemporary Leadership
 Four approaches for today’s turbulent times:
Level 5 leadership
Servant leadership
Authentic leadership
Interactive leadership (gender differences)

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 Level 5 Leadership

Highest level in a hierarchy of manager capabilities

 Lack of ego (humility)
 Fierce resolve to do what is best for organization
 Shy and self-effacing
 Credit other people

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 15.1 Level 5 Hierarchy

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 Servant Leadership
 Work exists for the development of the worker
 Servant leaders transcend self-interest to serve
others
 Servant leaders give away power, ideas, information,
recognition, credit, and money

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 Authentic Leadership
 Leaders who know and understand themselves
 Espouse and act with higher order ethical values
 Staying true to one’s values and beliefs
 Inspire trust and commitment
 Respect diverse viewpoints

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 Authentic Leadership
 Encourage collaboration
 Help others learn, grow, and develop as leaders

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 15.2 Components of Authentic
Leadership

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 Gender Differences
 Associated with Level 5 leaders and female leaders
 Interactive leadership means that the leader favors
a consensual and collaborative process
Influence derives from relationships rather than
position power and formal authority

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 15.3 - Gender Differences in
Leadership Behaviors

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 From Management to Leadership
 Good management is essential to organizations
 However, good managers must be leaders
 Management promotes stability and order within the
existing organizational structure

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 From Management to Leadership
 Leadership motivates toward vision and change
 Leadership cannot replace management, there should
be a balance of both

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 15.4 Leader and Manager
Qualities

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 Leadership Traits
 Early research on leadership focused on traits
 Traits – distinguishing personal characteristics of a
leader
Intelligence, honesty, self-confidence and appearance
 Great Man Approach to leadership
 Traits are reemerging as a leadership interest

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 Leadership Traits
 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
Provides individual with best tools for
accomplishment and satisfaction

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 15.5 Personal Characteristics
of Leaders

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 Behavioral Approaches
 Research beyond leadership traits
 Defined two leadership behaviors:
Task-oriented behavior
People-oriented behavior
 Foundation of important leadership studies

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 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
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 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

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 15.6 The Leadership Grid

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 Contingency Approaches

How do situations influence leader effectiveness?

 Situational model of leadership

 Leadership model (Fiedler)
 Substitutes for leadership concept

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 Situational Theory of Leadership
 Extension of behavioral theories
 Focus on characteristics of followers
 Seek appropriate leadership behavior
 Subordinates vary in readiness determined by:
Degree of willingness and ability a subordinate
demonstrates while performing a task

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 15.7 The Situational Model of
Leadership

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 Fiedler’s Contingency Theory
 Leader’s style is task oriented or relationship
oriented
Relatively fixed leadership style difficult to change
 Goal is to match the leader’s style with
organizational situation
 Analyze the leader’s style to the favorability of the
situation

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 15.8 How Leader Style
Fits the Situation

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 Substitutes for Leadership

 There are situations where leader style is

unimportant
 There are situations and variables that can substitute
or neutralize leadership characteristics

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 15.9 Substitutes and Neutralizers
for Leadership

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 Charismatic and Transformational
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

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 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
• Tolerant and fair minded change
• Focus on management

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 Followership
 Organization does not exist without followers
 Understand followers: critical thinking versus
dependent uncritical thinking
Alienated follower
Passive follower
Conformist
Pragmatic survivor
Effective follower

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 15.10 Styles of Followership

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 Power and Influence
 Position Power
Legitimate power
Both leaders
Reward power
and followers
Coercive power use power to
 Personal Power get things done
Expert power
Referent power

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 Power and Influence
 Other sources of power
Personal effort
Network of relationships
Information

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 15.11 Six Interpersonal Influence
Tactics for Leaders

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