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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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Exhibit 12.1 Distinguishing

Managership from Leadership

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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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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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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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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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Behavioural Theories (contd)

Managerial Grid

Appraises leadership styles using two

dimensions: Concern for people

Concern for production

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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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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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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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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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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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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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Leader Participation Model Contingencies:

Decision significance

Importance of commitment

Leader expertise

Likelihood of commitment

Group support Group expertise

Team competence

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Leadership Styles: Vroom Leader

Participation Model

Decide

Consult Individually

Consult Group

Facilitate

Delegate

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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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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



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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



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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



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Exhibit 12.10 Specific Roles of

Team Leadership

Team Leader

Roles

Liaison with

ExternalConstituencies

Coach

Conflict

Manager

Troubleshooter

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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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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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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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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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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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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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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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Cross-Cultural Leadership

Universal Elements of Effective Leadership

Vision

Foresight

Providing encouragement

Trustworthiness

Dynamism Positiveness

Proactiveness

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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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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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