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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 1
Chapter 12
Leadership
with Duane Weaver
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 2
Exhibit 12.1 Distinguishing
Managership from Leadership
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 3
The Place of Leadership
Can Anyone Be a Leader?
Some people dont have what it
takes to be a leader
Some people are more motivated to
lead than others
Is Leadership Always Necessary?
Some people dont need leaders
Leaders need to be aware of followers needs
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 4
Early Leadership Theories Trait Theories (1920s30s)
Research that focused on identifying personal characteristics thatdifferentiated leaders from nonleaders was unsuccessful
Later research on the leadership process identified seven traitsassociated with successful leadership:
1. Drive
2. desire to lead
3. honesty and integrity
4. self-confidence
5. Intelligence
6. job-relevant knowledge
7. extraversion
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 5
Behavioural Theories
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
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 6
Behavioural Theories (contd)
Ohio State Studies
Identified two dimensions of leader behaviour
Initiating structure: the role of the leader in defininghis or her role and the roles of group members
Consideration: the leaders mutual trust and respect for
group members ideas and feelings
University of Michigan Studies Identified two dimensions of leader behaviour
Employee oriented: emphasizing personal relationships
Production oriented: emphasizing task accomplishment
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 7
Behavioural Theories (contd)
Managerial Grid
Appraises leadership styles using two
dimensions: Concern for people
Concern for production
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 8
Exhibit 12.4The
Managerial
GridConcern forConcern forPeoplePeople
vs.vs.
Concern forConcern for
ProductionProductionSource: Reprinted by permission of
Harvard Business Review. An exhibit
from Breakthrough in Organization
Development by Robert R. Blake,
Jane S. Mouton, Louis B. Barnes,
and Larry E. Greiner, November
December 1964, p. 136. Copyright
1964 by the President and Fellows of
Harvard College. All rights reserved.
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 9
Contingency Theories of
Leadership The Fiedler Model
Effective group performance depends upon the match
between the leaders style of interacting withfollowers and the degree to which the situation
allows the leader to control and influence
Assumptions:
Different situations require different leadership styles Leaders do not readily change leadership styles
Matching the leader to the situation or changing the situation to
make it favourable to the leader is required
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 10
Contingency Theories (contd)
Hersey and Blanchards Situational LeadershipTheory (SLT)
Successful leadership is achieved by selecting aleadership style that matches the level of thefollowers readiness
Acceptance: do followers accept or reject a leader?
Readiness: do followers have the ability andwillingness to accomplish a specific task?
Leaders must give up control as followersbecome more competent
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 11
Contingency Theories (contd)
Hersey and Blanchards Situational Leadership
Theory (SLT) (contd)
Creates four specific leadership stylesincorporating Fiedlers two leadership
dimensions:
Telling:Telling: high tasklow relationship leadership
Selling:Selling: high taskhigh relationship leadership
Participating:Participating: low taskhigh relationship leadership
Delegating:Delegating: low tasklow relationship leadership
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 12
Contingency Theories (contd)
Hersey and Blanchards Situational Leadership
Theory (SLT) (contd)
Identifies four stages of follower readiness: R1: followers are unable and unwilling
R2: followers are unable but willing
R3: followers are able but unwilling
R4: followers are able and willing
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 13
Contingency Theories (contd)
Leader Participation Model (Vroom and
Yetton)
Leader behaviour must be adjusted to reflect thetask structure
Suggests appropriate participation level in
decision making
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 14
Contingency Theories (contd)
Leader Participation Model Contingencies:
Decision significance
Importance of commitment
Leader expertise
Likelihood of commitment
Group support Group expertise
Team competence
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 15
Leadership Styles: Vroom Leader
Participation Model
Decide
Consult Individually
Consult Group
Facilitate
Delegate
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 17
Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary
Transactional Leadership
Leaders who guide or motivate their followers in
the direction of established goals by clarifyingrole and task requirements
Transformational Leadership
Leaders who inspire followers to go beyond their
own self-interests for the good of theorganization
Leaders who have a profound and extraordinaryeffect on their followers
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 18
Charismatic Leadership
An enthusiastic, self-confident leader whose
personality and actions influence people tobehave in certain ways
Characteristics of charismatic leaders:
Have a vision
Are able to articulate the vision
Are willing to take risks to achieve the vision
Are sensitive to the environment and to follower needs
Exhibit behaviours that are out of the ordinary
Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 19
Charismatic Leadership (contd)
Effects of Charismatic Leadership
Increased motivation, greater satisfaction
More profitable companies
Charismatic leadership may have a downside:
After recent ethics scandals, some agreement that CEOswith less vision, and more ethical and corporate
responsibility, might be more desirable
Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 20
Visionary Leadership
A leader who creates and articulates a realistic,
credible, and attractive vision of the future thatimproves upon the present situation
Visionary leaders have the ability to:
Explain the vision to others
Express the vision not just verbally but throughbehaviour
Extend or apply the vision to different leadership
contexts
Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 21
Exhibit 12.10 Specific Roles of
Team Leadership
Team Leader
Roles
Liaison with
ExternalConstituencies
Coach
Conflict
Manager
Troubleshooter
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 22
Current Leadership Issues
Managing Power
Legitimate power
The power a leader has
as a result of his or herposition
Coercive power
The power a leader hasto punish or control
Reward power The power to give
positive benefits orrewards
Expert power
The influence a leader
can exert as a result ofhis or her expertise,
skills, or knowledge
Referent power
The power of a leader
that arises because of apersons desirable
resources or admired
personal traits
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 23
Developing Trust
Credibility (of a Leader)
The assessment, by a leaders followers, of theleaders honesty, competence, and ability to inspire
Trust
The belief of followers and others in the integrity,character, and ability of a leader
Dimensions of trust: integrity, competence, consistency,
loyalty, and openness Trust is related to increases in job performance,
organizational citizenship behaviours, jobsatisfaction, and organization commitment
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 24
Tips for Managers:
Suggestions forBuilding TrustPractise openness
Be fair
Speak your feelings
Tell the truth
Show consistency
Fulfill your promisesMaintain confidences
Demonstrate competence
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 25
Providing Moral Leadership
Addressess both the moral content of a leaders
goals andthe means used to achieve those
goals Ethical leadership is more than being ethical
Includes reinforcing ethics through
organizational mechanisms
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 26
Empowering Employees
Empowerment
Involves increasing the decision-making
discretion of workers Why empower employees?
Quicker responses to problems and faster decisions
Relieves managers to work on other problems
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 27
Empowerment: Cautions
The following conditions should be met for
empowerment to be introduced:
Clear definition of companys values and mission
Employees have relevant skills
Employees need to be supported, not criticized,
when performing
Employees need to be recognized for their efforts
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 28
Exhibit 12.11 Selected
Cross-Cultural Leadership Findings Korean leaders are expected to be paternalistic toward employees.
Arab leaders who show kindness or generosity without being askedto do so are seen by other Arabs as weak.
Japanese leaders are expected to be humble and speak frequently. Scandinavian and Dutch leaders who single out individuals with
public praise are likely to embarrass, not energize, thoseindividuals.
Malaysian leaders are expected to show compassion while usingmore of an autocratic than a participative style.
Effective German leaders are characterized by high performanceorientation, low compassion, low self-protection, low teamorientation, high autonomy, and high participation
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 29
Cross-Cultural Leadership
Universal Elements of Effective Leadership
Vision
Foresight
Providing encouragement
Trustworthiness
Dynamism Positiveness
Proactiveness
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 30
Gender Differences and
Leadership Research Findings
Males and females use different
styles: Women tend to adopt a more
democratic or participative style unless
in a male-dominated job
Women tend to use transformational
leadership
Men tend to use transactional leadership
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Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 31
Exhibit 12.12 Where Female
Managers Do Better: A Scorecard
Source: R. Sharpe, As Leaders, Women Rule, BusinessWeek, November 20. 2000, p. 75.
None of the five studies set out to find gender differences. They stumbled on them whilecompiling and analyzing performance evaluations.
Skill (Each check mark denotes which group
scored higher on the respective studies)
* In one study, womens and mens scores in these categories were statistically even.
MEN WOMEN
Motivating Others
Fostering Communication
Producing High-Quality Work
Strategic Planning
Listening to Others
Analyzing Issues
*
*
*
Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, PersonnelDecisions International Inc., AdvancedTeamware Inc.
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Thanks!
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2005 Pearson Education Canada Inc. 32