mgt450 chapter 12 jn

8/7/2019 MGT450 Chapter 12 JN

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12-1 2005 Prentice Hall

Chapter 1212Leaders andLeaders and

LeadershipLeadership


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Opening Case: A Sister Act

Whats the Schaefer

sisters approach to

leadership? Claires stores

Emphasis on

delegation

Participativeleadership


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What is Leadership?

Leadership is defined as the exercise of

influence by one member of a group or

organization over other members to helpthe group or organization achieve its

goals.

Exerting influence

Helping a group achieve its goals


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Leadership

Leaders are individuals who exert influence

to help meet group goals

Formal

Informal

Leader effectiveness is the extent to which a

leader actually does help


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Leader Trait Approach

Behavior Approach

Fiedlers Contingency Model

Early Approaches to Leadership


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The Leader

Trait Approach

Intelligence

Task-relevant

knowledge Dominance

Self-confidence

Energy/activity levels

Tolerance for stress

Integrity and honesty Emotional maturity

Which comes first the leadership traits or

the leadership position?


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The Leader Behavior Approach

Consideration(employee-centered)

Initiating

Structure(task-centered)


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The Behavior Approach

Leader

Reward

Behavior

Leader

Punishing

Behavior


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Exhibit 12.2 The Role ofTraits

and Behaviors


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Fiedlers Contingency Theory of

Leadership

Leadership effectiveness determined by

The characteristic of individuals

The situations in which they find

themselves

Distinct leader styles

Relationship-oriented Task-oriented


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Table 12.2 Fiedlers Contingency

Theory of Leadership

Relationship-oriented

Wants to be liked by

and to get along wellwith subordinates

Getting job done is

second priority

Task-oriented

Wants high

performance andaccomplishment of all

tasks

Getting job done is

first priority


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Measuring Leader Style

Least preferred co-employee scale

High LPC leaders = relationship-oriented

Low LPC leaders = task-oriented


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Situational Characteristics

Leader-Member Relations

Task Structure

Position Power


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Figure 12.2


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Contemporary Perspectives on

Leadership

Path-Goal Theory

Vroom and Yetton Model

Leader-Member Exchange Theory


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A theory which describes how leaders

can motivate their followers to achievegroup and organizational goals and thekinds of behaviors leaders can engagein to motivate followers.

Path-GoalT

heory


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Exhibit 12.5 Path-Goal

Theory

Effective leaders

Motivate followers to achieve goals

Ensure they have control over outcomes theirsubordinates desire

Reward subordinates for performing at a high

level

Raise subordinate beliefs about ability to achieve Consider subordinate characteristics and type of

work


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Path-Goal Theory:

Types of Behaviors

Directive behavior

Supportive behavior

Participative behavior

Achievement-oriented behavior


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Vroom and Yetton

Model

Autocratic Consultative

Group Delegated


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Criteria for Decision-M

aking Style

Nature of the tasks

Level of task interdependence

Output being produced

Characteristics of the employees


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Figure 12.3

Leader-MemberExchange Theory


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Leadership Substitutes and

Neutralizers

Characteristics of the subordinate

Characteristics of the work

Characteristics of the group

Characteristics of the organization


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Transactional Leadership

Leader MoodGender and Leadership

Transformational and

Charismatic Leadership

NewT

opics in Leadership Research


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Figure 12.4 Transformational Leadership

Leader

Follower

Has charisma

Is motivated

to perform

Is aware of need

for growth

ss aware of task

importance

is intellectuallystimulating

engages indevelopmental

consideration


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Characteristics of

Transformational Leadership

TransformationalLeader

Charisma

IntellectualStimulation

DevelopmentalConsideration

mgt450 chapter 12 jn

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