The Meaning of Leadership
• Leadership as a Process: what leaders actually do.
– Use noncoercive influence to shape the group’s or
organization’s goals
– Motivate others’ behavior toward goals.
– Help to define organizational culture.
• Leadership as a Property: who leaders are.
– Characteristics attributed to individuals perceived as leaders.
– Leaders are people who are accepted as leaders by others.
– Leaders are people who can influence the behaviors of others
without having to rely on force.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–2
Understanding the Basics of Leadership
• Power
– Is the ability to affect the behavior of others.
Legitimate power
Reward power
Referent power
Types of Power
Coercive power
Expert power
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–3
Using Power
Legitimate
request
Instrumental
compliance
Coercion
Uses of Power
by Leaders
Rational
persuasion
Inspirational
appeal
Personal
identification
Information
distortion
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–4
Analyzing Leadership
• Leadership Traits Approach
– Assumed that a basic set of personal traits that
differentiated leaders from nonleaders could be
identified for use in predicting who would become
leaders.
– Was not unable to establish empirical relationships
between specific traits and persons regarded as
leaders.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–5
Investigation of Leadership Behaviors
Leadership Behaviors Studies
Michigan
Studies
Job-centered
behavior
Employee-centered
behavior
Ohio State
Studies
Initiating-structure
behavior
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Consideration
behavior
10–6
Leadership Behaviors
• Michigan Studies (Rensis Likert)
– Identified two forms of leader behavior:
• Job-centered leader behavior
• Employee-centered leader behavior
– These two forms of leader behaviors were considered
to be at opposite ends of the same continuum.
– Indicated that that employee-centered leader
behavior generally tends to be more effective.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–7
Leadership Behaviors (cont’d)
• Ohio State Studies
– Did not interpret leader behavior as being onedimensional as did the Michigan State studies.
– Initial research assumption: leaders who exhibit
high levels of both behaviors would be most
effective leaders.
– Identified two basic leadership styles that can be
exhibited independently and simultaneously:
• Initiating-structure behavior
• Consideration behavior
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–8
Situational Approaches to Leadership
• Situational Models of Leader Behavior
– Assume that:
• Appropriate leader behavior depends
on the situation.
• Situational factors that determine appropriate
leader behavior can be identified.
• Situational Leadership Theories:
– Least preferred coworker theory
– Path-goal theory
– Leader-member exchange approach
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–9
Situational Approaches… (cont’d)
• Least Preferred Coworker (LPC) Theory (Fiedler)
– Assumed that leadership style is fixed and situation must
be changed to favor the leader.
– Appropriate leadership style varies with situational
favorableness (from the leader’s viewpoint).
• LPC scale asks leaders to describe the person with whom
they are least able to work well.
• High scale scores indicate a relationship orientation; low
scores indicate a task orientation on the part of the leader.
– Situational favorableness is determined by:
• Quality of leader-member relations
• Degree to which the structure of the group’s task is defined
• Position power of the leader
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–10
Situational Approaches… (cont’d)
• Path–Goal Theory (Evans and House)
– The primary functions of a leader are:
• To make valued or desired rewards available
in the workplace
• To clarify for the subordinate the kinds of behavior
that will lead to goal accomplishment or rewards
– Leader Behaviors:
• Directive leader behavior
• Supportive leader behavior
• Participative leader behavior
• Achievement-oriented leader behavior
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–11
Situational Approaches… (cont’d)
• The Leader-Member Exchange (LMX) Approach
– Stresses the importance of variable relationships
between supervisors and each of their subordinates.
– Vertical dyads
• Leaders form unique independent relationships
with each subordinate (dyads) in which the
subordinate becomes a member of the leader’s
out-group or in-group.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–12
Related Perspectives on Leadership
• Substitutes for Leadership
– A concept that identifies situations in which leader
behavior is neutralized or replaced by characteristics
of subordinates, the task, and the organization.
Characteristics that Substitute for Leadership
Subordinates
Task
Organization
Ability and experience
Need for independence
Professional orientation
Indifference to
organizational goals
Routineness
Availability of feedback
Intrinsic satisfaction
Formalization
Group cohesion
Inflexibility
Rigid reward structure
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–13
Charismatic Leadership (House)
• Charisma
– Is an interpersonal attraction that inspires
support and acceptance
– Is an individual characteristic of a leader.
• Charismatic persons are more successful
than non-charismatic persons.
• Charismatic leaders:
– Are self-confident.
– Have a firm conviction in their belief and ideals.
– Possess a strong need to influence people.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–14
Keys to Successful Leadership
Trusting in
subordinates
Keeping
cool
Developing
a vision
Successful
Leadership
Encouraging
risk
Inviting
dissent
Being
an expert
Simplifying
things
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–15
Emerging Approaches to Leadership
New Approaches
to Leadership
Ethical
Leadership
Cross-Cultural
Leadership
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
10–16