Leadership
Chapter Twelve
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Learning Objectives
LO 1 Discuss what it means to be a leader
LO 2 Summarize what people want and what
organizations need from their leaders
LO 3 Explain how a good vision helps you be a better
leader
LO 4 Identify sources of power in organizations
LO 5 List personal traits and skills of effective leaders
12-2
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
LO 9 Discuss how to further your own leadership
development
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Leadership
Leader


One who influences others to attain goals.
The greater the number of followers, the greater
the influence
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Sources of Power
Figure 12.1
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Participation in Decision Making
Autocratic leadership

A form of leadership in which the leader makes
decisions on his or her own and then announces
those decisions to the group
Democratic leadership

A form of leadership in which the leader solicits
input from subordinates.
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Participation in Decision Making
 Laissez-faire
 leadership
philosophy
characterized by an
absence of
managerial decision
making.
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Leadership Grid
Figure 12.2
12-8
The Vroom Model of Leadership
 Vroom model
Figure 12.3
 A situational model
that focuses on the
participative
dimension of
leadership.
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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.
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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.
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The Path-Goal Framework
Figure 12.5
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Contemporary Perspectives
on Leadership
Charismatic leader

A person who is dominant, self-confident,
convinced of the moral righteousness of his
beliefs, and able to arouse a sense of excitement
and adventure in followers.
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Contemporary Perspectives
on Leadership
Transformational leader

A leader who motivates people to transcend
their personal interests for the good of the
group.
Transactional leaders

Leaders who manage through transactions, using
their legitimate, reward, and coercive powers to
give commands and exchange rewards for
services rendered.
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Opportunities for Leaders
 Servant-leader
 A leader who serves
others’ needs while
strengthening the
organization.
 Intergroup leader
 A leader who leads
collaborative
performance
between different
groups or
organizations
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