•Leadereship
LEARNING OUTLINE
Managers versus Leaders
Early Leadership Theories
Contingency Theories of Leadership
Cutting Edge Approaches to Leadership
Leadership Issues in the Twenty-First Century
Managers Versus Leaders
•Managers
•Leaders
Are appointed to their
position.
 Are appointed or emerge
from within a work group.
 Can influence people only
 Can influence other
people and have
managerial authority.
to the extent of the formal
authority of their position.
Do not necessarily have
the skills and capabilities
to be leaders.
 Do not necessarily have
the skills and capabilities
to be managers.
Leadership is the process of influencing a group toward
the achievement of goals.
Early Leadership Theories
Research focused on identifying personal characteristics that
differentiated leaders from nonleaders was unsuccessful.
Later research on the leadership process identified seven traits
associated with successful leadership: Drive, the desire to lead,
honesty and integrity, self-confidence, intelligence, job-relevant
knowledge, and extraversion.
Behavioral Theories
Identified
three leadership styles:
–Autocratic style: centralized authority, low participation
–Democratic style: involvement, high participation, feedback
–Laissez faire style: hands-off management
Research
findings: mixed results
–No specific style was consistently better for producing better performance
–Employees were more satisfied under a democratic leader than an
autocratic leader.
Early Leadership Theories (cont’d)
• Behavioral Theories (cont’d)
 University of Michigan Studies
 Identified
two dimensions of leader behavior
– Employee oriented: emphasizing personal relationships
– Production oriented: emphasizing task accomplishment
 Research
findings:
– Leaders who are employee oriented are strongly
associated with high group productivity and high job
satisfaction.
Contingency Theories of Leadership
• The Fiedler Model
 Proposes that effective group performance depends
upon the proper match between the leader’s style of
interacting with followers and the degree to which the
situation allows the leader to control and influence.
 Assumptions:
A
certain leadership style should be most effective in
different types of situations.
 Leaders
do not readily change leadership styles.
– Matching the leader to the situation or changing the
situation to make it favorable to the leader is required.
Contingency Theories… (cont’d)
• Situational Leadership Theory (SLT)
 Argues that successful leadership is achieved by selecting
the right leadership style which is contingent on the level of
the followers’ readiness.
 Acceptance:
leadership effectiveness depends on whether
followers accept or reject a leader.
 Readiness:
the extent to which followers have the ability and
willingness to accomplish a specific task.
 Leaders must relinquish control over and contact with
followers as they become more competent.
Contingency Theories… (cont’d)
•Leader Participation Model (Vroom and Yetton)
Posits that leader behavior must be adjusted to reflect the
task structure—whether it is routine, nonroutine, or in
between—based on a sequential set of rules (contingencies)
for determining the form and amount of follower participation in
decision making in a given situation.
Leader Participation Model Contingencies:
Decision significance
Importance of commitment
Leader expertise
Likelihood of commitment
Group support
Group expertise
Team competence
Leadership Styles: Vroom Leader Participation Model
• Decide: Leader makes the decision alone and either announces or
sells it to group.
• Consult Individually: Leader presents the problem to group
members individually, gets their suggestions, and then makes the
decision.
• Consult Group: Leader presents the problem to group members in
a meeting, gets their suggestions, and then makes the decision.
• Facilitate: Leader presents the problem to the group in a meeting
and, acting as facilitator, defines the problem and the boundaries
within which a decision must be made.
• Delegate: Leader permits the group to make the decision within
prescribed limits.
Contingency Theories… (cont’d)
• Path-Goal Model
 States that the leader’s job is to assist his or her
followers in attaining their goals and to provide
direction or support to ensure their goals are
compatible with organizational goals.
• Research on path-goal theory could be
summarized as positive support
 Leaders assume different leadership styles at
different times depending on the situation:
 Directive
leader
 Supportive leader
 Participative leader
 Achievement oriented leader
Path-Goal Theory
Cutting-Edge Approaches to Leadership
• Transactional Leadership
Leaders who guide or motivate their followers in the direction
of established goals by clarifying role and task requirements.
• Transformational Leadership
 Leaders who inspire followers to transcend their own selfinterests for the good of the organization by clarifying role
and task requirements.
 Leaders who also are capable of having a profound and
extraordinary effect on their followers.
 They exhibit more than just charisma.
The evidence supports the superiority of
transformational leadership over transactional
leadership.
Cutting Edge Approaches to Leadership
(cont’d)
• Charismatic Leadership
 An enthusiastic, self-confident leader whose
personality and actions influence people to behave in
certain ways.
 Characteristics of charismatic leaders:
 Have
a vision.
 Are able to articulate the vision.
 Are willing to take risks to achieve the vision.
 Are sensitive to the environment and follower needs.
 Exhibit behaviors that are out of the ordinary.
Cutting Edge Approaches to Leadership
(cont’d)
• Visionary Leadership
 A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.
 Visionary leaders have the ability to:
 Explain
the vision to others.
 Express the vision not just verbally but through
behavior.
 Extend or apply the vision to different leadership
contexts.
Cutting Edge Approaches to Leadership (cont’d)
• Team Leadership Characteristics
 Having patience to share information
 Being able to trust others and to give up authority
 Understanding when to intervene
• Team Leader’s Job
 Managing the team’s external boundary
 Facilitating the team process
 Coaching,
facilitating, handling disciplinary problems, reviewing
team and individual performance, training, and communication
• Team Leadership Roles
 Liaison with external constituencies
 Troubleshooter
 Conflict manager
 Coach
Leadership Issues in the 21st Century
• Managing Power
 Legitimate power
 The power a leader has
as a result of his or her
position.
 Coercive power
 The power a leader has
to punish or control.
 Reward power
 The power to give
positive benefits or
rewards.
 Expert power
 The influence a leader
can exert as a result of
his or her expertise,
skills, or knowledge.
 Referent power
 The power of a leader
that arise because of a
person’s desirable
resources or admired
personal traits.
Developing Credibility and Trust
• Credibility (of a Leader)
 The assessment of a leader’s honesty, competence,
and ability to inspire by his or her followers
• Trust
 The belief of followers and others in the integrity,
character, and ability of a leader.
 Dimensions
of trust: integrity, competence,
consistency, loyalty, and openness.
 Trust is related to increases in job performance,
organizational citizenship behaviors, job satisfaction,
and organization commitment.
Suggestions for Building Trust
Practice openness.
Be fair.
Speak your feelings.
Tell the truth.
Show consistency.
Fulfill your promises.
Maintain confidences.
Demonstrate competence.
Providing Online Leadership
• Challenges of Online Leadership
 Communication
 Choosing
the right words, structure, tone, and style for
digital communications.
 Performance management
 Defining,
facilitating, and encouraging performance.
 Trust
 Creating
a culture where trust among all participants is
expected, encouraged, and required,
Empowering Employees
• Empowerment
 Involves increasing the decision-making discretion of
workers such that teams can make key operating
decisions in develop budgets, scheduling workloads,
controlling inventories, and solving quality problems.
 Why empower employees?
 Quicker
responses problems and faster decisions.
 Addresses
the problem of increased spans of control in
relieving managers to work on other problems.
Cross-Cultural Leadership
• Universal Elements of
Effective Leadership
 Vision
 Foresight
 Providing encouragement
 Trustworthiness
 Dynamism
 Positiveness
 Proactiveness
Gender Differences and Leadership
• Research Findings
 Males and females use different styles:
 Women
tend to adopt a more democratic or
participative style unless in a male-dominated job.
 Women
 Men
tend to use transformational leadership.
tend to use transactional leadership.
Where Female Managers Do Better: A Scorecard
Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Heroic Leadership: Basics of Leadership
• Give people a reason to come to work.
• Help them to develop a passion for their work
• Instill in them a sense of commitment to their
colleagues
• Develop their sense of responsibility to
customers
• Be loyal to the organization’s people
Leadership Can Be Irrelevant
• Substitutes for Leadership
 Follower characteristics
 Experience,
training, professional orientation, or the
need for independence
 Job characteristics
 Routine,
unambiguous, and satisfying jobs
 Organization characteristics
 Explicit
formalized goals, rigid rules and procedures, or
cohesive work groups
Revision Quizzes
•1. Not all leaders have the capabilities or skills needed to hold
managerial positions.
•2. Leadership is based on authority granted from organizational position
•3. Fiedler assumed a person’s leadership style was adjusted based on
the situation.
•4. Vroom and Yetton’s leader participation model related leadership
behavior and participation to decision making.
•5. A charismatic leader is likely seen as being assertive.
6.The key properties of a vision seem to be inspirational possibilities that are
value centered, are realizable, have superior imagery, and are well articulated.
•7. One specific role of team leadership is that team leaders are
troubleshooters.
•8. Credibility is the degree to which followers perceive someone as
honest, competent, and able to inspire.
•9. The evidence supports the superiority of transformational leadership
over transactional leadership.
•10. Trust is the belief in the integrity, character, and ability of a leader.
• 4. Leadership is ________.
• a.
the process of influencing a group toward the achievement of
goals
• b.
a group that achieves goals
• c.
the function of influencing a group towards the achievement of
goals
• d.
directing a group towards the achievement of goals
• 5. Which of the following is not true concerning the
difference between managers and leaders?
•
•
•
•
•
a.
managers are appointed
b.
managers influence through informal means
c.
leaders may be appointed
d.
leaders can influence beyond formal authority
6. Persons who are able to influence others and who possess
managerial authority are termed ________.
• b.
• c.
• a.
leaders
organizers
managers
7. Early leadership trait research sought ______.
a. to clarify the need for leadership traits
b. and found the traits status of leaders
c. identification of traits that leaders could use
d. characteristics that might differentiate leaders from nonleaders
8. In the behavioral studies, group members’ satisfaction
levels were generally ______.
a. higher under an autocratic leader in the long run
b. improved when the leader was considerate of the outcomes
c. maintained when the leader was autocratic on the short run
d. higher under a democratic leader than under an autocratic one
9. Which of the following describes the leadership style in which a leader
tends to centralize authority, dictate work methods, make unilateral
decisions, and limit employee participation?
a. cultural style
b. autocratic style
c. democratic style
d. laissez-faire style
10. Vroom and Yetton’s leader participation model argues
that leader behavior must __________.
a.
reflect the needs of the followers
b.
develop to the appropriate leadership style
c.
adjust to reflect the task structure
d.
depend on the situational variables involved
11. Fiedler assumed a person’s leadership style was _____.
a.
contingent
b.
relative
c.
dimensional
d.
fixed
12. the _____ theory is a contingency theory that focuses on
followers’ readiness.
a.
consideration leadership
b.
situational leadership
c.
passive leadership
d.
active leadership
13. What leadership model is associated with Vroom and Yetton?
a.
b.
c.
d.
contingency leadership theory
situational leadership theory
path-goal model
leader participation model
14. Path-goal theory identifies two classes of situation variables
that moderate the leadership-behavior outcome as ___.
a.
tact and relationship
b.
path and goal
c.
people and history
d.
environment and followers
15. Research on path-goal theory could be summarized as
______.
a.
negative support
b.
inconclusive
c.
positive support
d.
very unsupportive
16. situational leadership theory is a contingency theory that _____.
a.
b.
c.
d.
focuses on the followers’ situation
depends on the followers’ situation
focuses on followers’ readiness
matches the situation with the followers’ ability
17. Transactional leaders are leaders who guide _______.
a. and direct groups towards their goals and tasks
b. and clarify the followers’ goals and task requirements
c. or clarify the group’s goals and roles
d. or motivate their followers in the direction of established
goals by clarifying role and task requirements
18. Which of the following is an accurate statement about
transformational leaders?
a. They clarify task requirements.
b. They focus on tasks and pay little attention to followers.
c. They are poor motivators.
d. They exhibit more than just charisma
19. ____ leadership is the ability to create and articulate a realistic,
credible, and attractive vision of the future for an organization or
organizational unit that grows out of and improves on the future.
a. Visionary
b. Charismatic
c. Trait
d. Transactional
20. Which of the following is not an important leadership role for team
leaders?
a. liaison with external constituencies
b. liaison with internal constituencies
c. troubleshooter
d. conflict manager
21. ______________ is the power that rests on the leader’s ability to
punish or control.
a. Reward power
b. Coercive power
c. Expert power
d. Referent power
22. Which of the following is an accurate statement about the
differences between gender and leadership style?
a. Males and females do not use different styles.
b. Men are more democratic than women.
c. Women encourage more participation.
d. Men share power more than women
23. Women tend to use _____ leadership, motivating others
by transforming their self-interest into organizational goals.
a. transactional
b. transformational
c. situational
d. initiating
24. According to the text, men tend to use _____ leadership,
handing out rewards for good work and punishment for bad.
a. transactional
b. transformational
c. situational
d. initiating
25. The most dominant component of credibility is ______.
a. expertise
b. status
c. authority
d. honesty
26. The dimension of trust that is used to describe honesty
and truthfulness is _____.
a. integrity
b. competence
c. consistency
d. loyalty
27. In the behavioral studies, group members’ satisfaction
levels were generally __________.
a. higher under an autocratic leader in the long run
b. improved when the leader was considerate of the outcomes
c. maintained when the leader was autocratic on the short run
d. higher under a democratic leader than under an autocratic
one