12-1

Leadership in

OrganizationsCopyright © 2006 by South-Western, a division of Thomson Learning. All rights reserved.

Chapter 12

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Learning Objectives1. Define leadership and explain its importance for

organizations.

2. Identify personal characteristics associated with effective leaders.

3. Describe the leader behaviors of initiating structure and consideration and when they should be used.

4. Describe Hersey and Blanchard’s situational theory and its application to subordinate participation.

5. Explain the path-goal model of leadership.

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Learning Objectives (contd.)

6. Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors.

7. Describe transformational leadership and when it should be used.

8. Identify the five sources of leader power and how each causes different subordinate behavior.

9. Explain innovative approaches to leadership in a turbulent environment.

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Leadership

The ability to influence people toward the attainment of organizational goals.

The ability to influence people toward the attainment of organizational goals.

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Ex. 12.1 Leader and Manager Qualities

SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12.

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Ex. 12.2 Personal Characteristics of Leaders

Physical characteristicsEnergyPhysical stamina

Social backgroundEducationMobility

Intelligence and abilityJudgment, cognitive abilityKnowledgeJudgment, decisiveness

PersonalitySelf-confidenceHonesty and integrityEnthusiasmDesire to leadIndependence

Work-related characteristicsAchievement drive, desire to excelConscientiousness in pursuit of goalsPersistence against obstacles, tenacity

Social characteristicsSociability, interpersonal skillsCooperativenessAbility to enlist cooperationTact, diplomatic

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Behavioral Approaches that Help Determine Leadership Effectiveness

Consideration: Is mindful of subordinates. Establishes mutual trust. Provides open communication. Develops teamwork.

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Behavioral Approaches that Help Determine Leadership Effectiveness (contd.)

Initiating Structure: Is task oriented. Directs subordinate work activities toward goal attainment. Typically gives instructions, spends time planning, and

emphasizes deadlines. Provides explicit schedules of work activities.

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Ex. 12.3 The Leadership Grid® Figure

High

High

Low

Low

Concern for Production

Con

cern

for

Peo

ple

1,9Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.

Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1

9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.

5,5Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.

Authority-ComplianceEfficiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree. 9,1

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Three Elements of Leadership Situations

Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.

Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.

Position power: is the extent to which the leader has formal authority over subordinates.

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Hersey and Blanchard’s Situational Theory

A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates.

Levels of readiness: Low Moderate High Very high

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Path-Goal TheoryContingency 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. 12.6 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 ofLeader 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 ofLeader 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 ofLeader 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

The personal characteristics of group members. The work environment.

Two important situational contingencies in the path-goal theory:

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Ex. 12.7 Path-Goal Situations andPreferred Leader Behaviors

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

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Change Leadership

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.

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Change Leadership (contd.)

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.

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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.