Chapter 11
Leadership in
Organizations
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11-1
Manager vs. Leader
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11-2
Manager vs. Leader

Manager

What Needs to be Done


Arranging People to Accomplish Goals


Planning and Budgeting
Organizing and Staffing
Ensuring People do Their Jobs

Controlling and Problem Solving
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11-3
Manager vs. Leader

Leader

What Needs to be Done


Arranging People to Accomplish Goals


Setting a Direction
Aligning People
Ensuring People do Their Jobs

Motivating and Inspiring
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11-4
Leadership
The ability to influence people toward the
attainment of organizational goals.
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11-5
Ex. 11.1
Leader and Manager Qualities
SOURCE: Based on Genevieve
Capowski, “Anatomy of a Leader:
Where Are the Leaders of Tomorrow?”
Management Review, March 1994, 12.
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11-6
Charismatic Leadership
Transactional Leaders (Non-Charismatic):
 Clarify the role and task requirements of
subordinates.
 Initiate structure.
 Provide appropriate rewards.
 Try to be considerate.
 Meet the social needs of subordinates.
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11-7
Charismatic Leadership
Transformational Leaders (Charismatic):
 The ability to inspire. (Charisma)
 Motivate people to do more than they would
normally do. (Creating Belief in the Company)
 Individual Consideration. (Concern for
Employees)
 Intellectual Stimulation. (Engages Workers to
Solve Problems)
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11-8
Example of Transactional Leader

Gary Kelley, CEO Southwest Airlines
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11-9
Example of Transformational Leader

Herb Kelleher, CEO Emeritus Southwest
Airlines
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11-10
Ex. 11.2
Personal Characteristics of Leaders
Physical characteristics
Energy
Physical stamina
Intelligence and ability
Judgment, cognitive ability
Knowledge
Judgment, decisiveness
Personality
Self-confidence
Honesty and integrity
Enthusiasm
Desire to lead
Independence
Work-related characteristics
Achievement drive, desire to excel
Conscientiousness in pursuit of goals
Persistence against obstacles, tenacity
Social characteristics
Sociability, interpersonal skills
Cooperativeness
Ability to enlist cooperation
Tact, diplomatic
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Social background
Education
Mobility
11-11
Forms of Position Power



Legitimate Power: power coming from a formal
management position.
Reward Power: stems from the authority to bestow
rewards on other people.
Coercive Power: the authority to punish or
recommend punishment.
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11-12
Forms of Personal Power


Expert Power: leader’s special knowledge or skill
regarding the tasks performed by followers.
Referent Power: personality characteristics that
command subordinates’ identification, respect, and
admiration so they wish to emulate the leader.
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11-13
Ex. 11.3
Concern for People
High
Low
The Leadership Grid® Figure
1,9
Country Club Management
Thoughtful attention to the
needs of people for satisfying
relationships leads to a comfortable, friendly organization
atmosphere and work tempo.
9,9
Team Management
Work accomplishment is from
committed people; interdependence
through a “common stake” in
organization purpose leads to
relationships of trust and respect.
5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level.
Impoverished Management
Exertion of minimum effort
to get required work done
is appropriate to sustain
organization membership.
1,1
Low
Concern for Production
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Authority-Compliance
Efficiency in operations results
from arranging conditions of
work in such a way that human
elements interfere to a minimum
degree.
9,1
High
11-14
Hersey and Blanchard’s Situational
Leadership Theory
A
contingency approach to leadership that links the
leader’s behavioral style with the task readiness of
subordinates.
 Levels of readiness:




Low
Moderate
High
Very high
(Telling)
(Selling)
(Participating)
(Delegating)
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11-15
Path-Goal Theory
Contingency approach, the leader’s responsibility is to
increase subordinates’ motivation to attain personal
and organizational goals through:
 Clarifying the paths to rewards.
 Increasing the rewards that the subordinate values
and desires.
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11-16
Ex. 11.6
Leader Roles in the Path-Goal Model
SOURCE: Based on Bernard M. Bass,
“Leadership: Good, Better, Best,”
Organizational Dynamics 13 (Winter
1985),26-40
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11-17
Path-Goal Classification of
Leader Behaviors

Supportive leadership:




Leader behavior that shows concern for subordinates.
Open, friendly, and approachable.
Creates a team climate.
Treats subordinates as equals.
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11-18
Path-Goal Classification of
Leader Behaviors (contd.)

Directive leadership:


Tells subordinates exactly what they are supposed to do.
Planning, making schedules, setting performance goals, and behavior
standards.
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11-19
Path-Goal Classification of
Leader Behaviors (contd.)

Participative leadership:


Consults with his or her subordinates about decisions.
Achievement-oriented leadership:


Sets clear and challenging goals for subordinates.
Behavior stresses high-quality performance.
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11-20
Situational Contingencies
Two important situational contingencies in the
path-goal theory:


The personal characteristics of group
members.
The work environment.
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11-21
Path-Goal Situations and
Preferred Leader Behaviors
Ex. 11.7
SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981), 146-152.
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11-22
Leadership
Leadership Video
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11-23