Professional Documents
Culture Documents
Bands Chap 12
Bands Chap 12
Chapter
12 Leadership
Vision
a mental image of a possible and desirable future state of the
organization
having a vision and communicating it to others are essential
Power
ability to influence other people
Sources of power
legitimate power - leader has organizational authority
employees are obligated to comply with legitimate orders
reward power - leader has control over valued rewards
coercive power - leader has control over punishments
benefit to them
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
12 - 9
Sources Of Power
Authority
Control over
Expertise
rewards
Power
Understanding Leadership
Leader traits
trait approach - focussed on individual leaders to determine the
personal characteristics that great leaders share
characteristics that distinguish effective leaders
drive - characteristics that reflect a high level of effort
leadership motivation - they want to lead
integrity - actions correspond to words
self-confidence - expectation that one is able to overcome
obstacles and make good decisions in the face of uncertainty
knowledge of the business - ability to interpret information
ability to perceive the needs of others and to adjust one’s
behavior accordingly
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Traditional Approaches To 12 - 11
behavior
when leader must be high on performance-oriented behavior,
taken together, Ohio State and Michigan research suggested that the
ideal leader is always both performance and maintenance oriented
Blake and Mouton’s Leadership Grid
described a wide range of leadership styles
9
Management Management
8
Concern for People (1,9) (9,9)
7
6
Middle of the Road
Management
5
(5,5)
4
3
Impoverished Authority-
Management Compliance
2
1 2 3 4 5 6 7 8 9
Low High
Concern for Production
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Traditional Approaches To 12 - 17
Problem Analysis
DECISION SIGNIFICANCE The significance of the decision to the success
of the project or organization
GROUP SUPPORT FOR The degree to which the team supports the
OBJECTIVES organization’s objectives at stake in this problem
Team
Competence
Group Expertise
Group Support
Likelihood of
Decision Importance of Commitment
Leader Expertise
Significance Commitment
Consult
Decide Individually Consult Group Facilitate Delegate
0 3 5 7 10
Area of freedom
for subordinates
Use of authority
by manager
Characteristics
of followers
Appropriateness of
1. Directive,
determine 2. Supportive, leading to Followers’
goals and
3. Participative, or
performance
4. Achievement
leader behaviors
Environmental
factors
Leadership
Charismatic leadership
dominant and exceptionally self-confident, with a strong
conviction in the moral righteousness of their beliefs
communicate high expectations for and confidence in
followers
articulates ideological goals
Leadership (cont.)
Transactional leadership
traditional management through business transactions
leaders who manage through using their legitimate, reward,
Leadership (cont.)
Transformational leadership (cont.)
generating excitement - three ways
they are charismatic
provide individualized attention - do not treat everyone alike
assign challenging work to deserving people
provide one-on-one mentoring to develop their people
they are intellectually stimulating - arouse an awareness of
problems and potential solutions
articulate the organization’s opportunities, threats, strengths, and
weaknesses
stir the imagination and generate insights
Leadership (cont.)
Transformational leadership (cont.)
skills and strategies - rely on four
have a vision
communicate their vision
build trust
have a positive self-regard
recognize their personal strengths and compensate for weaknesses
know how to learn from failure
transforming leaders - training available to stimulate
transformational leadership
research indicates that about half of trainees become
transformational
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Contemporary Perspectives On 12 - 32
Leadership (cont.)
Post-heroic leadership
even great top executives can’t solve all problems on their
own
effective leadership must permeate the organization
Leadership
Fiedler’s contingency model
leader effectiveness depends on two factors
the personal style of the leader
task-motivated - primary emphasis on completing the task
low least preferred coworker (LPC)
degree to which the situation gives the leader power, control, and
influence over the situation
different situations dictate different leadership styles
Leader-
member Good Poor
relations
Task
structure Structured Unstructured Structured Unstructured
Leader
position High Low High Low High Low High Low
power
Favorable Unfavorable
for leader for leader
Most
effective Relation- Relation- Relation- Relation-
Task- Task- Task- Task-
leader motivated motivated motivated
ship- ship- ship- ship-
motivated
in the motivated motivated motivated motivated
situation
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Classic Contingency Models Of 12 - 36
Leadership (cont.)
Hersey and Blanchard’s situational theory
manager should consider an employee’s psychological and job
maturity
job maturity - level of the follower’s skills and technical
knowledge relative to the task performed
psychological maturity - follower’s self-confidence and self-
respect
determines the degree to which task performance or
maintenance behaviors are important
maintenance behaviors are not important with followers of low or
high levels of maturity
performance behaviors important for followers with low maturity
McGraw-Hill © 2003 The McGraw-Hill Companies, Inc. All rights reserved.