CH 16

chp16
Leadership in Organizations
Developed by by
Developed Cool Pictures
Cool & MultiMedia
Pictures Presentations
& MultiMedia Presentations Copyright
Copyright
© 2003
© 2003
by by
South-Western,
South-Western,
a division
a division
of Thomson
of Thomson
Learning.
Learning.
AllAll
rights
rights
reserved.
reserved.
Leadership
IdeaBridge, travel the
globe solving problems
The ability to influence people toward the attainment

of organizational goals.
Leadership is reciprocal, occurring among people.
Leadership is a “people” activity, distinct from
administrative paper shuffling or problem-solving
activities.
Leadership is dynamic and involves the use of
power.
Developed by Cool Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.
Leadership versus Management
Management Power:
comes from organizational structure, it promotes stability,
order, and problem solving within the structure.
Leadership Power:
comes from personal sources, such as personal interests, goals,
and values.
promotes vision, creativity, and change.
The major differences between the leader and the manager relates
to their source of power and level of compliance.
Sources of Power
 Legitimate Power: power coming from a formal management

position.
 Reward Power: stems from the authority to bestow rewards
on other people.
 Coercive Power: the authority to punish or recommend
punishment.
 Expert Power: leader’s special knowledge or skill regarding
the tasks performed by followers.
 Referent Power: personality characteristics that command
subordinates’ identification, respect, and admiration so they
wish to emulate the leader
Leader versus Manager Qualities
LEADER MANAGER
SOUL MIND
Visionary Rational
Passionate Consulting
Creative Persistent
Flexible Problem solving
Inspiring Tough-minded
Innovative Analytical
Courageous Structured
Imaginative Deliberate
Experimental Authoritative
Initiates change Stabilizing
Personal power Position power
Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12
Personal Characteristics of Leaders
Physical characteristics Personality Social characteristics

Activity Alertness Ability to enlist cooperation
Energy Originality, creativity Popularity, prestige
Personal integrity Sociability, interpersonal skills
Self-confidence Social participation
Tact, diplomacy
Social background Work-related characteristics
Mobility Achievement drive
Drive for responsibility
Responsibility in pursuit of goals
Task orientation
Intelligence and ability
Judgment, decisiveness
Knowledge
Fluency of speech
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet,
Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).
Behavioral Approaches
Consideration:
– Is mindful of subordinates
– Establishes mutual trust
– Provides open communication
– Develops teamwork
Initiating Structure:
– Is task oriented
– Directs subordinate work activities toward goal attainment
– Typically give instructions, spend time planning, and
emphasize deadlines
– Provide explicit schedules of work activities
Leadership Grid
High 1,9 9,9
Country Club Management Team Management
Thoughtful attention to the Work accomplishment is from
needs of people for satisfying committed people; interdependence
relationships leads to a com- through a “common stake” in
fortable, friendly organization organization purpose leads to
atmosphere and work tempo. relationships of trust and respect.
Concern for People
5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level.
Impoverished Authority-Compliance
Management Efficiency in operations results
Exertion of minimum effort from arranging conditions of
to get required work done work in such a way that human
is appropriate to sustain elements interfere to a
Low organization membership. minimum
1,1 degree. 9,1
Low Concern for Production High
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.
Contingency Approaches
• Fiedler’s Contingency Theory

• Hersey and Blanchard Situational
Theory
• Evans and House Path Goal
Theory
Fiedler’s Classification of
Situation Favorableness
Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by
permission of Administrative Science Quarterly.
Path Goal Theory
Source: Based on Bernard M. Bass, “Leadership:

Good, Better, Best,” Organizational Dynamics 13
(Winter 1985), 26-40.
Path-Goal Theory Leaders Behaviors
 Supportive leadership:
… Leader behavior that shows concern for subordinates
… Open, friendly, and approachable
… Creates a team climate
… Treats subordinates as equals
 Directive leadership:
… Tells subordinates exactly what they are supposed to do
… Planning, making schedules, setting performance goals, and
behavior standards
 Participative leadership:
… Consults with his or her subordinates about decisions
 Achievement-oriented leadership:
… Sets clear and challenging goals for subordinates
… Behavior stresses high-quality performance
Path-Goal Situational Contingencies
 The personal characteristics of group members

 The work environment
Path-Goal Situations &
Preferred Leader Behavior
Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.
Change Leadership
Transactional Leaders:
 Clarify the role and task requirements of subordinates
 Initiate structure
 Provide appropriate rewards
 Try to be considerate
 Meet the social needs of subordinates
Charismatic Leaders:
 The ability to inspire
 Motivate people to do more than they would normally do
 Tend to be less predictable than transactional leaders
 Create an atmosphere of change
 May be obsessed by visionary ideas
Changing Leadership & the Workplace
• Globalization
• E-commerce
• Virtual organization
• Telecommuting
• Changing employee interests & expectations
• Diversity
• Level 5 Leadership
– Women’s ways of leading
– Virtual leadership
– Servant leadership

CH 16

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

CH 16

Uploaded by

Copyright:

Available Formats

chp16

The ability to influence people toward the attainment

 Legitimate Power: power coming from a formal management

Physical characteristics Personality Social characteristics

• Fiedler’s Contingency Theory

Source: Based on Bernard M. Bass, “Leadership:

 The personal characteristics of group members

You might also like