MANAGEMENT

RICHARD L. DAFT
 Leadership

CHAPTER 14
chapter14 Learning Outcomes
• Define leadership and explain its importance for organizations.
• Describe how leadership is changing in today’s organizations.
• Identify personal characteristics associated with effective leaders.
• Define task-oriented behavior and people-oriented behavior and explain
how these categories are used to evaluate and adapt leadership style..
• Describe transformational leadership and when it should be used.
• Identify sources of leader power and the tactics leaders use to influence
others.
• Explain servant leadership and moral leadership and their importance in
contemporary organizations.

3
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chapter14 What’s Your Personal Style?
• Some of the most attitudes and behaviors
in an organization are those of its leaders
• There are many variations to leadership
• Ideas about leadership change over time
• Leadership depends on organization and
situation
• Leadership is one of the most widely
researched and discussed topics 4
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chapter14 The Nature of Leadership

• An organization is only as good as its

leadership
• There are three key variables to
leadership:
1. People
2. Influence
3. Goals

5
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 The Level 5 Leadership
chapter14
Hierarchy

6
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 From Management to
chapter14
Leadership

Good management is
essential
Leadership is required
Distinct qualities

Leadership cannot replace management, it should

be in addition to management 7
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 Personal Characteristics
chapter14
of Leaders

8
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 Behavioral Approaches
chapter14
to Leadership
• Ohio State Studies
– Consideration: people-oriented behavior
– Initiating structure: task-behavior that directs work activities
• Michigan Studies
– Employee-centered leaders: focused on subordinates human
needs
– Job-centered leaders: meeting schedules, keeping costs low and
achieving productivity
• The Leadership Grid
– Built on both Ohio State and Michigan Studies
– Two-dimensional grid w/ five major management styles
9
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chapter14 The Leadership Grid

10
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chapter14 Charismatic Leadership

• Leadership can inspire and motivate people

• Charismatic Leaders
 Lofty visions
 Ability to understand and empathize
 Empowering and trusting subordinates

• Charismatic leaders are less predictable and

create an environment of change

11
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 Transformational vs.
chapter14
Transactional Leadership
• Transformational leaders drive innovation and
change
– Recognize needs of followers
– Inspire others to believe in themselves

• Different than transactional leadership

– Initiate structure, provide rewards
– Excel in management functions
• Transformational leaders have positive
impact on followers 12
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chapter14 Power

• Position Power Power and

– Legitimate Power: formal position influence are
– Reward Power: authority to reward others
not the same.
– Coercive Power: authority to punish or recommend
• Personal Power
– Expert Power: knowledge and skills
– Referent Power: personal characteristics
• Other Source of Power
– Personal Effort: initiative
– Network of Relationships: cultivated people resources
– Information: access to information
13
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 Interpersonal
chapter14
Influence Tactics
Use rational persuasion
Make people like you
Rely on the rule of reciprocity
Develop allies
Ask for what you want
Make use of higher authority
Reward the behaviors you want 14
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chapter14 Leadership as Servant
Servant
Servant Leadership
Leadership
– Leaders who transcend self-interest to serve others in
the organization
– Servant leaders give away their power, information,
ideas, recognition

Moral
Moral Leadership
Leadership
– Business is about values, not just economic
performance
– Focus on right from wrong and choosing to do the
right thing 15
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