Management, 6e
Schermerhorn
Prepared by
Cheryl Wyrick
California State Polytechnic University Pomona
John Wiley & Sons, Inc
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Chapter 13
Leading -- to Inspire Effort
 Planning Ahead
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–
–
–
What is leadership?
How do leaders gain and use power?
What are the important leadership traits and behaviors?
What can be learned from contingency theories of
leadership?
– What are current trends in leadership development?
Schermerhorn - Chapter 13
3
The Nature of Leadership
 Leadership and Vision
– Leadership
• process of inspiring others to work hard to
accomplish important tasks
– Vision
• someone who has a clear sense of the future
Schermerhorn - Chapter 13
4
The Nature of Leadership
 Leadership and Power
– Power
• ability to get someone
else to do what you
want them to do
Schermerhorn - Chapter 13
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The Nature of Leadership
 Sources of Position
Power
– Reward
• influence through rewards
– Coercive
• influence through
punishment
– Legitimate
• influence through authority
Schermerhorn - Chapter 13
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The Nature of Leadership
 Sources of Personal
Power
– Expert
• influence through
special expertise
– Referent
• influence through
identification
Schermerhorn - Chapter 13
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The Nature of Leadership
 Turning Power Into Influence
– centrality
– criticality
– visibility
Schermerhorn - Chapter 13
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The Nature of Leadership
 Turning Power Into Influence
– position, power, and interpersonal skills
•
•
•
•
no substitute for expertise
likable personal qualities are very important
effort and hard work breed respect
personal behavior must support expressed values
Schermerhorn - Chapter 13
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•The Nature of Leadership
 Acceptance Theory of Power
– the other person must
• understand the directive
• feel capable of carrying out the directive
• feel the directive is in the organization’s best
interests
• believe the directive is consistent with personal
values
Schermerhorn - Chapter 13
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The Nature of Leadership
 Leadership and Empowerment
– benefits
•
•
•
•
allows people to act independently
manager gains power
creates positive relationships
builds reference power
Schermerhorn - Chapter 13
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Leadership Traits and Behaviors
 Search for Leadership Traits
–
–
–
–
–
–
–
drive
desire to lead
motivation
honesty and integrity
self-confidence
intelligence and knowledge
flexibility
Schermerhorn - Chapter 13
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Leadership Traits and Behaviors
 Focus on Leadership
Behaviors
– Task and People Concerns
• task concern
– plans and defines work to be
done
– assigns task responsibilities
– sets clear work standards
– urges task completion
– monitors results
Schermerhorn - Chapter 13
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•Leadership Traits and Behaviors
 Focus on Leadership
Behaviors
– Task and People Concerns
• people concern
– acts warm and supportive
– develops social rapport
with them
– respects their feelings
– sensitive to their needs
– shows trust in them
Schermerhorn - Chapter 13
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•Leadership Traits and Behaviors
 Focus on Leadership Behaviors
– Styles
•
•
•
•
abdicative or laissez-faire
directive or autocratic
supportive or human relations
participative or democratic
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Fiedler’s Contingency
Model
– good leadership
depends on a match
between leadership and
situational demands
• least-preferred
coworker scale (LPC)
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Fiedler’s Contingency Model
– Diagnosing situational control
• leader-member relations (good or poor)
• degree of task structure (high or low)
• amount of position (strong or weak)
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Fiedler’s Contingency Model
– Matching leadership style and situation
• task oriented leader is most successful
– very favorable (high control)
– very unfavorable (low control)
• relationship oriented leader is most successful
– moderate control situation
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Hersey-Blanchard Situational Leadership
Model
– Leaders adjust their styles depending on the
readiness of their followers
• readiness
– how able, willing, and confident followers are to perform
tasks
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Hersey-Blanchard Leadership Styles
– Delegating
– Participating
– Selling
– Telling
Schermerhorn - Chapter 13
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Developments in Organization
Structures
 Network Structures
– central core that is linked through networks of
relationships with outside suppliers of essential
services
• boundaryless organizations
• virtual corporations
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Matching Hersey-Blanchard Leadership
Styles to Follower Readiness
–
–
–
–
Delegating = high readiness
Participating = moderate to high readiness
Selling = low to moderate readiness
Telling = low readiness
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 House’s Path-Goal Leadership Theory
– directive
– supportive
– achievement-oriented
– participative
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Substitutes for Leadership
– Subordinate characteristics
– Task characteristics
– Organizational characteristics
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Vroom-Jago Leader-
Participation Theory
– Choosing the best decisionmaking method
• authority
• consultative
• group
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Vroom-Jago Leader-
Participation Theory
– Effective Leadership
• know when each
decision method is best
• be able to implement
well
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Vroom-Jago Leader-Participation Theory
– Use group-oriented decision-making when
•
•
•
•
leaders lack sufficient information
problem is unclear
acceptance of decision by others is important
adequate time is available
Schermerhorn - Chapter 13
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Contingency Approaches to
Leadership
 Vroom-Jago Leader-Participation Theory
– Use authority-oriented decision-making when
•
•
•
•
leaders have expertise to solve problem
leader is confident and capable of acting alone
others are likely to accept the decision
little or no time available for discussion
Schermerhorn - Chapter 13
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Trends in Leadership
Development
 What is
Transformational
Leadership?
– Use of charisma and
related qualities to
raise aspirations and
shift people and
organizational systems
into new highperformance patterns
Schermerhorn - Chapter 13
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Trends in Leadership
Development
 Transactional
Leadership
– Use of tasks, rewards
and structures to help
followers meet their
needs while working to
accomplish
organizational
objectives
Schermerhorn - Chapter 13
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Trends in Leadership
Development
 Qualities of Transformational Leaders
– vision
– charisma
– symbolism
– empowerment
– intellectual stimulation
– integrity
Schermerhorn - Chapter 13
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Trends in Leadership
Development
 Gender and
Leadership
– Women may be more
prone to democratic
and participative
behaviors
– Men may be more
transactional
Schermerhorn - Chapter 13
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Trends in Leadership
Development
 “Good Old-Fashioned” Leadership
– define and establish a sense of mission
– accept leadership as responsibility rather than
rank
– earn and keep trust of others
Schermerhorn - Chapter 13
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Trends in Leadership
Development
 Ethical Aspects of Leadership
– responsibility to set high ethical standards
– obligation to supply necessary spark to awaken
potential
– high expectations tend to generate high
performance
Schermerhorn - Chapter 13
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