LEADERSHIP

Chapter 12MGMT 370

LEADING: Influencing, inspiring voluntary followers

POSITION POWER Reward Power Coercive Power Legitimate Power

PERSONAL POWER Expert Power Referent Power

KEY LEADERSHIP BEHAVIORS

1. Challenge the process2. Inspire a shared vision3. Enable others to act4. Model the way5. Encourage the heart

VISIONA mental image of a

possible and desirable future state of the organization.

LEADERSHIP CONCEPTS Supervisory leadership

Behavior that provides guidance, support, and corrective feedback for day-to-day activities.

Strategic leadership Behavior that gives purpose and

meaning to organizations, envisioning and creating a positive future.

POWER AND LEADERSHIP

POWER = the ability to influence others

TYPES OF POWER

SOURCES OF POWER

LEADERSHIP PHILOSOPHY Autocratic leadership

leader makes decisions on his/her own, then announces those decisions to the group

Democratic leadership leader solicits input from

subordinates. Laissez-faire leadership philosophy

characterized by an absence of managerial decision making

LEADING Servant Leadership

Empowerment Selflessness

EARLY LEADERSHIP MODELS

Trait Theory A perspective that defines leadership

through personal traits or characteristics

EARLY LEADERSHIP MODELS

Behavioral approach Attempts to identify what good

leaders do—that is, what behaviors they exhibit.

Task performance behaviors Actions taken to ensure that the

work group or organization reaches its goals.

LEADER AS GROUP OVERSEER Group maintenance behaviors

ensure the satisfaction of group members, develop and maintain good work relationships, and preserve the group’s social stability

Leader-Member Exchange (LMX) theory Highlights the importance of leader

behaviors not just toward the group as a whole but toward individuals on a personal basis.

EARLY LEADERSHIP MODELS •Behavior Theory

Leader Styles—Leadership Grid

CONTINGENCY APPROACHES

Fiedler’s Contingency Model Match style to situation

CONTINGENCY APPROACHES

Hersey-Blanchard Situational Model

Hersey and Blanchard’s Situational Theory A life-cycle theory of leadership

postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

CONTINGENCY APPROACHES

House’s Path-Goal Leadership Theory Path-Goal Contingencies Leadership Substitutes

PATH-GOAL THEORY Concerns with how leaders

influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

CONTINGENCY APPROACHES Vroom-Jago Leader-Participation

Model Authority decision Consultative decision Group decision

SITUATIONAL FACTORS

CONTEMPORARY LEADERSHIP MODELS Transactional vs.

Transformational Leadership Vision Charisma Symbolism Empowerment Intellectual Stimulation Integrity

CONTEMPORARY MODELS

Charismatic leader A person who is dominant, self-

confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.

CONTEMPORARY MODELS

Level 5 leadership A combination of strong

professional will (determination) and humility that builds enduring greatness.

Leaders and Emotional Intelligence

Emotional Intelligence

Self-Awareness Self-Management Motivation Empathy Relationship Management

LEADERSHIP and GENDER

Gender Similarities Hypothesis Who leads better? Men: Directive, assertive,

traditional, position power Women: Participative,

motivating, communicative, listeners, mentors, supportive

And Last but Not Least… Drucker’s “Old-Fashioned”

Leadership Moral Leadership

Integrity Authentic Leadership