Leadership
Chapter Sixteen
McGraw-Hill/Irwin
© 2013
The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
LO.1 Define the term leadership, and explain the
difference between leading and managing.
LO.2 Review trait theory research and the takeaways
from this theoretical perspective.
LO.3 Explain behavioral styles theory and its takeaways.
LO.4 Explain, according to Fiedler’s contingency model,
how leadership style interacts with situational
control, and discuss the takeaways from this
model.
LO.5 Discuss House’s revised path–goal theory and its
practical takeaways.
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Learning Objectives (cont.)
LO.6 Describe the difference between laissez-faire,
transactional, and transformational leadership.
LO.7 Discuss how transformational leadership
transforms followers and work groups.
LO.8 Explain the leader–member exchange model of
leadership.
LO.9 Review the concept of shared leadership and the
principles of servant-leadership.
LO.10 Describe the follower’s role in the leadership
process.
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What Does Leadership Involve?
Leadership




Process between leaders and followers
Involves social influence
Occurs at multiple levels in an organization
Focuses on goal
accomplishment
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Do People Possess Prototypes about
Preferred Leadership Traits?
Implicit leadership
theory
 based on the idea
that people have
beliefs about how
leaders should
behave and what
they should do for
their followers.
Leadership
prototype
 mental
representations of
the traits and
behaviors that
people believe are
possessed by
leaders.
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Key Positive Leadership Traits
16-6
Behavioral Styles Theory
The Ohio State Studies identified two
independent dimensions of leader behavior.
 Consideration: creating mutual respect and
trust with followers.
 Initiating structure: organizing and defining
what group members should be doing.
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Four Leadership Styles Derived
from the Ohio State Studies
16-8
Peter Drucker’s Tips for Improving
Leadership Effectiveness
16-9
Situational Theories
Situational
theories
 propose that the
effectiveness of a
particular style of
leader behavior
depends on the
situation.
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Fiedler’s Contingency Model
Contingency theory
 based on the premise that a leader’s
effectiveness is contingent on the extent to
which a leader’s style fits or matches
characteristics of the situation at hand.
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A General Representation of
House’s Revised Path-Goal Theory
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The Full-range Model of Leadership
Transactional leadership
 focuses on clarifying employees’ role and task
requirements and providing followers with
positive and negative rewards contingent on
performance.
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The Full-range Model of Leadership
Transformational leaders
 engender trust, seek to develop leadership in
others, exhibit self-sacrifice and serve as moral
agents, focusing themselves and followers on
objectives that transcend the more immediate
needs of the work group.
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A Transformational Model of
Leadership
16-15