Jacky Xing
Jordan Cicoria
Cyndi Janewski
Shannon Perras
Chapter 10 Leadership
Leadership vs Managership
Leadership:
Managership:
 Formulates long-term objectives (ie
Plans strategy and tactics)
 Exhibits leading behaviour: (ie. Acts
to bring about change for the long-term
objectives)
 Innovates for the entire organization
 Asks what and why to change
standard practices
 Creates vision (agenda) and meaning
for the organization
 Uses transformational influence (ie.
Using personal examples, changing
attitudes; expertise)
 Uses empowering strategies to make
followers internalize values
 Status Quo challenger and change
creator
 Engages in everyday caretaker
(ie. Maintains and allocates
resources)
 Exhibits supervisory behavior:
(ie. Maintain standard job behaviour)
 Administers subsystems within
organizations
 Asks how and when to engage in
standard practice
 Acts within established culture of
the organization
 Uses transactional influence (ie.
Using rewards)
 Relies on control strategies to get
things done
 Status Quo supporter and
stabilizer
Trait theories of leadership: theories that sought personality social, physical, or intellectual
traits that differentiated leaders from non-leaders
Behavioural theories of leadership: theories proposing that specific behaviours differentiate
leaders from non-readers
Initiating Structure: the extent to which a leader is likely to define and structure his or her role
and those of employees in the search for goal attainment
Consideration: the extent to which a leader is likely to have job relationships characterized by
mutual trust, respect for employees’ ideas, and regard for their feelings
Employee-oriented leader: a leader who emphasizes interpersonal relations
Production-oriented leader: a leader who emphasizes technical or task aspects of the job
Situational, or contingency, theories: the importance of considering the context within which
leadership occurs
Fiedler contingency model: effective group performance depends upon the proper match
between the leader’s style and the degree to which the situation gives control to the leader
Three Contingency dimensions: leader-member relations, the degree of confidence, trust, and
respect members have in their leader
Task structure: the degree to which the job assignments are procedures
Position power: the degree of influence a leader has over power variables such as hiring, firing,
discipline, promotions, and salary increases
Situational leadership theory (SLT): views the leader-follower relationship as analogous to
that between a parent and a child
Path-goal theory: a leader’s behaviour is acceptable to employees insofar as they view it as a
source of either immediate or future satisfaction
Leadership Types
Transactional Leader: leaders who provide individualized consideration and intellectual
stimulization, and who posses Charisma

Contingent reward: contracts exchange of rewards for effort, promises reward for good
performance, recognizes accomplishments

Management by Exception (active): watches and searches for deviations from rules and
standards, takes corrective actions

Management by Exception (passive): intervenes only if standards aren’t met

Laissez-Faire: abdicates responsibilities, avoids making decisions
Transformational Leader: leaders who guide or motivate their followers in the direction of
established goals by clarifying role and task requirements
•
Charisma: provides vision and sense of mission, instills pride, gains respect and trust
•
Inspiration: communicates high expectations, uses symbols to focus efforts, expresses
important purposes in simple ways
•
Intellectual Stimulation: promotes intelligence, rationality, and careful problem solving
•
Individualized Consideration: gives personal attention, treats each employee individually,
coaches, advises
Charismatic Leader: leadership that critically examines the status quo with a view to
developing and articulating future strategic goals or vision for the organization, and then leading
organizational members to achieve these goals through empowering strategies
•
Vision and Articulation: has a vision that is better than the status quo; and is able to
clarify their vision in terms that others understand
•
Personal risk: willing to take on high personal risk, incur high costs, and engage in selfsacrifice to achieve vision
•
Environmental Sensitivity: able to make realistic assessments of the environmental
constraints and resources needed to bring about change
•
Sensitivity to Follower Needs: perceptive of others’ abilities and responsive to their needs
and feelings
•
Unconventional Behavior: engages in behaviors that are perceived as novel and counter
to norms
The Downside of Charismatic Leaders
•
overwhelming self-confidence can be a liability
•
some chief executives are praised for their ability to sway investors and employees rather
than for their business skills
Roles of Team Leaders
•
Liaisons with external constituencies: the leader is a liaison with other groups, teams,
upper-management, customers and suppliers
•
Troubleshooters: team leaders sit in on meetings and try to help resolve problems.
Contributes by asking penetrating questions and discussing problems
•
Conflict managers: team leaders help process the conflict
•
Coaches: clarify expectations and roles, teach, offer support, cheerlead, and do what is
necessary to help improve the team’s work performance
Empowerment: giving employees responsibility for what they do
Substitutes for Leadership
Leadership can be replaced/neutralized if: Employees have experience, training or
“professional” orientation and if employees are indifferent towards rewards
Organizations can replace/minimize leadership through: explicit formalized goals, rigid
rules, procedures and cohesive work groups
Followers: Leaders must adapt their styles to the needs of followers. Followers have an
important role in leadership, there are far more followers than leaders, and ineffective followers
may have more of an impact than ineffective leaders.
Qualities of Effective Followers
Manage themselves well (think for themselves and work independently w/o supervision)
Committed to a purpose outside themselves
Self-Leadership (or Self-Management): reducing the levels of supervision through offices in
the home and teamwork is a growing trend in organizations

individuals/teams set goals, plan and implement tasks, evaluate performance, solve their
own problems, and motivate themselves

those who practice self-management look for more opportunities to be more effective in
the workplace and improve their career success

behaviour is self-reinforced

self-reinforced behaviour is often maintained at a higher rate than behaviour that is
extremely regulated
Behaviours of Self-management

Planning the day before beginning work and use lists and agendas

Access Management: use a special workplace where work is uninterrupted and holding
telephone calls when need to get things done

Catch-up: take work home, come in on days off to catch up on work
Keep emotions under control, facial expressions/conversation tone are important in
dealing with subordinates and always maintain ‘professional’ manager-subordinate relations

Leading without Authority: Showing leadership behaviour even though you don’t have a
formal position/title
Latitude for Creative Deviance: Easier to raise harder questions and look for less traditional
solutions
Issue Focus: Individuals can focus on a single issue, rather than be overwhelmed with many
issues that those with authority face
Front-line Information: Individual are closer to the detailed experiences of stakeholders and
more information is available to this type of leader
Contemporary Issues in Leadership
Leadership Differences between Sexes

Women: use their strong interpersonal skills, charisma, expertise and contacts to lead and
often consciously choose a leadership style

Men: use a directive command and control style and use the formal authority of their
position to influence others
Power Distance Theory: the extent to which a society accepts the power that is unequally
distributed
•Arab, Far Eastern and Latin countries have high power distance, and Norway, Finland Denmark
and Sweden have low power distance thus they work on an equalitarian system.