Chapter 12
I.
What Do We Want From Our Leaders?
-Broadly speaking, people want help in achieving their goals.
The best leaders:
a. Challenge the process. They challenge conventional beliefs and practices,
and they create change.
b. Inspire a shared vision. They appeal to people’s values and motivate them
to care about an important mission.
c. Enable others to act. They give people access to information and give
them the power to perform to their full potential.
d. Model the way. They are living example of the ideals they believe in.
e. Encourage the heart. They show appreciation, provide rewards, and use
various approaches to motivate people on positive ways.
II.
Vision
-A mental image of a possible and desirable future state of the organization.
The best visions are both ideal and unique:
a. Ideal: it communicates a standard of excellence and a clear choice of
positive values.
b. Unique: It communicates and inspires pride in being different from other
organizations.
III.
Leading and Managing
A. Supervisory Leadership: Behavior that provides guidance, support,
and corrective feedback for day-to-day activities.
B. Strategic Leadership: Behavior that gives purpose and meaning to
organizations, envisioning and creating a positive future.
 Leading and Following: Organizations succeed or fail not only because
of how well they are led but because of how well followers follow.
IV.
Power and Leadership
Power: the ability to influence others
Sources of Power:
 Legitimate Power: The leader with legitimate power has the right, or
authority to tell others what do do.
 Reward Power: The leader who has the reward power influences others
because she controls valued rewards; people comply with leader’s wishes
to receive those rewards.
 Coercive Power: The leader with coercive power has control over
punishments; people comply to avoid punishments.
 Referent Power: The leader with coercive power has personal
characteristics that appeal to others; people comply because of
admiration, personal liking, a desire for approval or a desire to be liked
by the leader.
 Expert Power: The leader who has expert power has certain expertise or
knowledge; people comply because they believe in, can learn from, or can
otherwise gain from that expertise.
V.
Traditional Approaches to Understanding Leadership
Leader Traits
Trait Approach: A leader perspective that attempts to determine the
personal characteristics that great leaders share.
Distinguish Effective Leader From Other People:
1. Drive: Drive refers to a set of characteristics that reflect a high level of
effort.
2. Leadership Motivation: Great leaders not only have drive; they want to
lead.
3. Intergrity: Integrity is the correspondence between actions and words.
Honesty and credibility are important for leaders to inspire others.
4. Self-confidence: It is important for a number of reasons. Self-confidence
allows a leader to overcome obstacles, make decisions despite uncertainty,
and instill confidence in others.
5. Knowledge of the Business: Effective leaders have a high level of
knowledge about their industries, companies, and technical matters.
Leader Behaviors
Behavioral Approach: A leadership perspective that attempts to identify
what good leaders do, what behaviors they exhibit.
Task Performance Behaviors: Actions taken to ensure that the group work
or organization reaches its goals.
Group Maintenance Behaviors: Actions taken to ensure the satisfaction of
group members, develop and maintain harmonious work relationships, and
preserve the social stability of the group.
Leader-Member Exchange (LMX) Theory: Highlights the importance of
leader behaviors not just toward the group as a whole but toward individuals
on a personal basis.
Participation in Decision Making: Leader behaviors that managers
perform in involving their employees in making decisions.
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.
Laissez-faire: Leadership philosophy characterized by an absence of
managerial decision making,
Performance and Maintenance Behaviors: The performance and
maintenance dimensions of leadership are independent of each other. A
leader can behave in ways that emphasize one, both, or neither of these
dimensions.


Task-oriented behavior: planning, scheduling, coordinating,
providing resources, and setting performance goals.
Relationship-Oriented Behavior: Demonstrating trust and
confidence, being friendly and considerate, showing appreciation,
keeping people informed, and so on.
Situational Approaches to Leadership:
Situational Approach: Leadership perspective proposing that universally
important traits and behaviors do not exist, and that effective leadership
behavior varies from situation to situation.
Vroom Model: A situational model that focuses on the participative
dimension of leadership.

Decision Significance: Significance of the decision to the
success of the project or organization.
 Importance of Commitment: Importance of team members’
commitment to the decision.
 Leader’s Expertise: Your knowledge or expertise in relation
to this problem.
 Likelihood of Commitment: The likelihood that the team
would commit itself to a decision that you might make on your
own.
 Group Support for Objectives: The degree to which the team
supports the organization’s objectives at stake in this problem.
 Group Expertise: Team members’ knowledge or expertise in
relation to this problem.
 Team Competence: The ability of team members to work
together in solving problems.
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.

Task-motivated Leadership: Leadership that places primary
emphasis on completing a task.

Relationship-motivated Leadership: Leadership that places
primary emphasis on maintaining good interpersonal relationships.
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.

Job Maturity: The level of the employee’s skills and technical
knowledge relative to the task being performed.

Psychological Maturity: An employee’s self-confidence and selfrespect.
Path-Goal Theory: A theory that concerns how leader’s influence subordinates’
perceptions of their work goals and the paths they follow toward attainment of
those goals.
Four Pertinent Leadership Behaviors:
 Directive Leadership, a form of task-performance-oriented behavior.
 Supportive Leadership, a form of group maintenance-oriented
behavior.
 Participative Leadership, or decision style.
 Achievement-oriented Leadership, or behaviors geared toward
motivating people, such as setting challenging goals and rewarding
good performance.
Authoritarianism: Degree to which individuals respect, admire, and defer to
authority.
Substitutes for Leadership: Factors in the workplace that can exert the same
influence on employees as leaders would provide.
VI.
Contemporary Perspectives on Leadership
Charismatic Leadership: A person who is dominant, self-confident, convinced
of the moral righteousness of his or her beliefs, and able to arouse a sense of
excitement and adventure in followers.

Charismatic: Packs an emotional wallop for followers above and
beyond ordinary esteem, affection, admiration and trust.”
Transformational Leadership:
1. Transformational Leader: A leader ho motivates people to
transcend their personal interests for the good of the group.
2. Transactional Leaders: Leaders who manage through transactions,
using their legitimate, reward, and coercive powers to give commands
and exchange rewards for services rendered.
Generating Excitement: Transformational leaders generate excitement in several
ways:
1. They are charismatic.
2. Their give individualized attention.
3. They are intellectually stimulating.
Skills and Strategies: There are at least four skills or strategies that contribute to
transformational leadership.
1.
2.
3.
4.
They have a vision.
They communicate their vision.
They build trust.
They a positive self-regard.
Transforming Leaders: Its good for people and good for the bottom line. You can
breed and transform new leaders.
Level 5 Leadership: A combination of strong professional will and humility that
builds enduring greatness.
Authenticity:
Authentic Leadership: A style in which the leader is true to himself or
herself while leading.
Pseudo-transformational Leading: Leaders who talk about positive change
but allow their self-interest to take precedence over followers’ needs.
Opportunities for Leaders:




Servant-leader: A leader who serves others needs while
strengthening the organization.
Bridge Leaders: A leader who bridges conflicting value systems or
different cultures.
Shared Leadership: Rotating leadership, in which people rotate
through the leadership role based on which person has the most
relevant skills at a particular time.
Lateral Leadership: Style in which colleagues at the same
hierarchical level are invited to collaborate and facilitate join problem
solving.