Admin & Management

Managing Leadership
 The Nature of Leadership
• The Meaning of Leadership
– Process: what leaders actually do.
• Using noncoercive influence to shape the group’s or organization’s
goals.
• Motivating others’ behavior toward goals.
• Helping to define organizational culture.
– Property: who leaders are.
• The set of characteristics attributed to individuals perceived to be
leaders.
– Leaders
• People who can influence the behaviors of others without having to
rely on force.
• People who are accepted as leaders by others.

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 The Nature of Leadership (cont’d)
• Leadership Versus Management
Leadership Activity Management
Establishing direction and Creating an agenda Planning and budgeting,
vision for the organization allocating resources

Aligning people through Developing a human network Organizing and staffing,

communications and actions for achieving the agenda structuring and monitoring
that provide direction implementation

Motivating and inspiring by Executing plans Controlling and problem

satisfying needs solving

Produces useful change and Outcomes Produces predictability and

new approaches to challenges order and attains results

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 Leadership Behaviors
• Three Types of Behaviors are depicted in leaders

• Autocratic—Leaders who impose their decisions on others

• Bureaucratic —Who involve employees completely in decisions
• Laissez-fair – Those who use mix of both behaviors

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 Leadership Behaviors
• Michigan Studies (Rensis Likert)
– Identified two forms of leader behavior
• Job-centered behavior—managers who pay close attention to
subordinates’ work, explain work procedures, and are keenly
interested in performance.
• Employee-centered behavior—managers who focus on the
development of cohesive work groups and employee satisfaction.

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 Situational Approaches to Leadership
(cont’d)
• Path-Goal Theory (Evans and House)
– The primary functions of a leader are to make valued or
desired rewards available in the workplace and to clarify for
the subordinate the kinds of behavior that will lead to goal
accomplishment or rewards.
– Leader Behaviors:
• Directive leader behavior—letting subordinates know what is
expected of them, giving guidance and direction, and scheduling work.
• Supportive leader behavior—being friendly and approachable, having
concern for subordinate welfare, and treating subordinates as equals.
• Participative leader behavior—consulting with subordinates,
soliciting suggestions, and allowing participation in decision making.
• Achievement-oriented leader behavior—setting challenging goals,
expecting subordinates to perform at high levels, encouraging and
showing confidence in subordinates.
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 The Path-Goal Theory
• Situational Factors:
Work Leadership Impact on Expected
Situation Style Followers Results
Follower Supportive Increases self- Increased effort. job
lacks self- confidence to satisfaction, and
confidence complete task performance; fewer
grievances

Lack of job Achievement- Encourages Improved performance

challenge oriented setting high but and greater job
attainable goals satisfaction

Improper Participative Clarifies follower Improved performance

procedures and need for making and greater satisfaction;
poor decisions suggestions and less turnover
involvement

Ambiguous job Directive Clarifies path to Improved performance

get rewards and job satisfaction
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