Module 12 – Leadership
Chapter 9
Learning Objectives
LO 1 Summarize what people want and what
organizations need from their leaders
LO 2 Explain how a good vision helps you be a better
leader
LO 3 Discuss the similarities and differences between
leading and managing
LO 4 Identify sources of power in organizations
LO 5 List personal traits and skills of effective leaders
9-2
Learning Objectives (cont.)
LO 6 Describe behaviors that will make you a better
leader and identify when the situation calls for
them
LO 7 Distinguish between charismatic and
transformational leaders
LO 8 Describe types of opportunities to be a leader in
an organization
9-3
Leadership
• Leader
– One who influences others to attain goals
– The greater the number of followers, the greater
the influence
• And therefore the better leader you are
9-4
Sources of Power
Legitimate
Coercive
Referent
9-6
Reward
Expert
Traditional Approaches to
Understanding Leadership
• Trait approach
• Behavioral approach
• Situational approach
9-9
Trait approach
• “Great Man” Theory
Behavioral approach
• 2 types of leaders
– Task oriented
– People oriented
9-12
Behavioral approach
• 2 types of leaders
– Task oriented
– People oriented
• LMX
– Dyadic relationships
– In-group
– out-group
9-13
Leadership Grid
Situational Approaches
• Definition
– “it all depends”
9-15
The Vroom Model of Leadership
• Vroom model
– A situational model that
focuses on the
participative dimension
of leadership.
9-16
Figure 9.3
Fiedler’s Contingency Model
• Fiedler’s contingency model of leadership
effectiveness
– A situational approach to leadership postulating
that effectiveness depends on the personal style
of the leader and the degree to which the
situation gives the leader power, control, and
influence over the situation.
9-18
Fiedler’s Contingency Model
• Unfriendly
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Uncooperative 1 2 3 4 5 6 7 8
Hostile
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Guarded
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Friendly
Cooperative
Supportive
Open
Fiedler’s Analysis of Situations
9-20 9.4
Figure
Hersey and Blanchard’s Situational
Theory
• Hersey and Blanchard’s situational theory
– A life-cycle theory of leadership postulating that a
manager should consider an employee’s
psychological and job maturity before deciding
whether task performance or maintenance
behaviors are more important.
9-21
9-22
Path-Goal Theory
• Path-goal theory
– A theory that concerns how leaders influence
subordinates’ perceptions of their work goals and
the paths they follow toward attainment of those
goals.
9-23
The Path-Goal Framework
Figure 9.5
9-24
Contemporary Perspectives on
Leadership
• Charismatic leader
• Transformational leader
• Servant leader
9-25
Servant Leader
• Servant-leader
– A leader who serves others’ needs while strengthening
the organization.
9-26
Summary
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Make relationships a priority
Maximize your communication network
Share information
Be the expert
Tailor your power to reward others
Reward with words
Teach others