Management tenth edition

Stephen P. Robbins Mary Coulter

Chapter
Managers As
7 Leaders
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
16–1
Leadership Issues in the 21st
Century
• Managing Power
 Legitimate‫ الشرعية‬power  Expert power
 The power a leader has  The influence a leader
as a result of his or her can exert‫ يبذل‬as a result of
position. his or her expertise,
skills, or knowledge.
 Coercive‫ قسري‬power
 The power a leader has to
 Referent power
punish or control.  The power of a leader
that arise because of a
 Reward power
person’s desirable
 The power to give resources or admired‫اعجب‬
positive benefits or personal traits.
rewards.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

16–2
Developing Trust
• Credibility‫( مصداقية‬of a Leader)
 The assessment of a leader’s honesty, competence,
and ability to inspire by his or her followers
• Trust
 Is the belief of followers and others in the integrity,
character, and ability of a leader
 Dimensions of trust: integrity‫ نزاهة‬, competence,
consistency, loyalty, and openness
 Is related to increases in job performance,
organizational citizenship behaviors, job satisfaction,
and organization commitment

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

16–3
Exhibit 16–7 Suggestions for Building Trust

Practice openness.
Be fair.
Speak your feelings.
Tell the truth.
Show consistency.
Fulfill your promises.
Maintain confidences.
Demonstrate competence.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

16–4
Empowering Employees
• Empowerment
 Involves increasing the decision-making discretion of
workers such that teams can make key operating
decisions in develop budgets, scheduling workloads,
controlling inventories, and solving quality problems
 Why empower employees?
 Quicker responses problems and faster decisions
 Addresses the problem of increased spans of control in
relieving managers to work on other problems

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

16–5
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.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

16–6
 Exhibit 16–9 Where Female Managers Do Better: A
Scorecard

Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

16–7
 Terms to Know
• leader • least-preferred co-worker
• leadership (LPC) questionnaire
• behavioral theories • leader-member relations
• autocratic style • task structure
• democratic style • position power
• laissez-faire style • situational leadership theory
• initiating structure (SLT)
• readiness
• consideration
• • leader participation model
high-high leader
• • path-goal theory
managerial grid
• transactional leaders
• Fiedler contingency
model
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
16–8
 Terms to Know (cont’d)
• transformational leaders
• charismatic leader
• visionary leadership
• legitimate power
• coercive power
• reward power
• expert power
• referent power
• credibility
• trust
• empowerment

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

16–9