Leadership
Leadership
• Process by which an individual influences a
group of individuals to achieve a common goal
• Leadership is not a moral concept
• Good leaders understand their strengths &
weaknesses
• Traits, behaviors, contingency,
transformational
Leadership
• Complex
– Every time a manager and an employee interact there
are many variables at play
• Examples:
– Manager’s objective & employee’s objective
– Manager’s attitude about the employee & the employee’s
attitude about the manager
– Manager’s ability to communicate & employee’s ability to
communicate
– Manager’s moods/emotions & employee’s moods/emotions
– People perceive things differently
– The more of these variables that you are able to take
into consideration, the more likely you are to make a
good decision
Leadership
• Individualistic
– Not all great leaders are the same
– Not about trying to be like someone else
– Increased self awareness
– Ability to learn from constructive feedback
Vision
Values
Consistent W/
Vision
Personally
Adopt Values
Followers
Adopt Values
Followers
Behave
Consistent W/
Values
Achieve
Vision
Trait Theory
• Some people have an innate ability to lead
others
• Stodgill & Mann
– Intelligence, dominance, self-confidence, energy,
task-relevant knowledge
• Implicit Leadership Theory
– People have leadership prototypes
• Intelligence, masculinity, dominance
Trait Theory, continued
• Kouzes & Posner
– “What values do you look for and admire in your
superiors?”
– Honesty, forward-looking, inspiring, & competent
– Credibility
• Daniel Goleman
– Emotional Intelligence
• Tim Judge
– Extraversion, conscientiousness, & openness to experience
were related to leadership effectiveness
– Intelligence was modestly related
Traits of Bad Leaders
• Barbara Kellerman
– Incompetent
– Rigid
– Intemperate
– Callous
– Corrupt
– Insular
– Evil
Gender & Leadership
•
•
•
•
Men – task; women – social
Men – autocratic; women – democratic
Equally assertive
Women are often rated higher than men by
subordinates & peers
Figure 16-1
Behavioral Styles
Showing Consideration
High
Low
Seeks input from
others before taking
action; gets consensus
Emphasizes reaching the
goal while welcoming
suggestions and
encouraging consensus
Passive,
noncommittal, low
impact on followers
Takes charge,
structures employees
tasks
Low
High
Initiating Structure
16-10
Contingency Models of Leadership
• No traits or behaviors will ensure effective
leadership in all situations
• A behavior effective in one situation may be
ineffective in another
• Appropriate leadership behavior is contingent
on the situation
Fiedler’s Contingency Model
• Leader style - approach to leadership that a
manager uses and does not readily change.
– Relationship-oriented : concerned with developing
good relations with subordinates and being liked
– Task-oriented : ensure that subordinates perform
at a high level so the job gets done.
Fiedler’s Situation Characteristics
• How favorable a situation is for leading to
occur.
• Leader-member relations—how much workers
like and trust their leader.
• Task structure—the extent to which workers
tasks are clear-cut
• Position Power—the amount of legitimate,
reward, and coercive power leaders have
Fielder’s Contingency Model
Full-Range Model of Leadership
• Laissez-faire leadership – hands-off approach
• Transactional Leadership
– Set goals / clarify expectations
– Reward/punish (extrinsic motivation)
• Transformational Leadership
– Change employee’s minds
– Influence values, attitudes, personal goals, etc.
Inspirational Motivation
• Establish an attractive vision
– Gap between current & ideal state
• Appeal to employee’s emotions
• Show optimism & enthusiasm
Idealized Influence
• Respect/admiration for the leader
• Sacrificing for the good of the group
• Behave ethically/role model
Individualized Consideration
• Support, encourage, coach employees
• Help employee to develop skills & career
• Value ambition
Intellectual Stimulation
• Encourage descending opinions
• Encourage employees to question the status
quo
• Encourage employees to think creatively and
independently
Leader-Member Exchange (LMX)
• Quality of the relationship between boss and
employee
• Leaders don’t treat every subordinate the
same way
• In-group/out-group
• Influenced by personality and demographic
similarity
Shared Leadership
• Horizontal (peer) influence
• Popular in team settings
• More people are likely to possess the
necessary skills to lead
Servant Leadership
• Great leaders act as servants – putting the
needs of others first
Followership
• Followers differ in terms of how they commit,
comply, or resist leadership influence
• Helpers – show deference and comply
• Independents – create distance; less likely to
comply
• Rebels – show divergence; least compliant