MANAGEMENT
RICHARD L. DAFT
Leadership
CHAPTER 16
chapter14
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Learning Outcomes
Define leadership and explain its importance for organizations.
Describe how leadership is changing in today’s organizations.
Identify personal characteristics associated with effective leaders.
Define task-oriented behavior and people-oriented behavior and explain
how these categories are used to evaluate and adapt leadership style.
Describe Hershey and Blanchard's situational theory and its application to
subordinate participation.
Discuss how leadership fits the organizational situation and how
organizational characteristics can substitute for leadership behaviors.
Describe transformational leadership and when it should be used.
Explain how followership is related to effective leadership.
Identify sources of leader power and the tactics leaders use to influence
others.
Explain servant leadership and moral leadership and their importance in
contemporary organizations.
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chapter14 What’s Your Personal Style?
• Some of the most attitudes and behaviors
in an organization are those of its leaders
• There are many variations to leadership
• Ideas about leadership change over time
• Leadership depends on organization and
situation
• Leadership is one of the most widely
researched and discussed topics
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chapter14 The Nature of Leadership
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An organization is only as good as its
leadership
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There are three key variables to
leadership:
1. People
2. Influence
3. Goals
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chapter14
Contemporary Leadership
Leadership evolves with time…
Level 5 Leadership
– Defined in book Good to Great
– Complete lack of ego
– Focus on organization & results
Interactive Leadership
– Minimizing personal ambition and developing others
– Favors consensual and collaborative processes
– Grew from observation of male vs. female leaders
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chapter14
The Level 5 Leadership
Hierarchy
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From Management to
Leadership
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Good management is
essential
Leadership is required
Distinct qualities
Leadership cannot replace management, it should
be in addition to management
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chapter14
Personal Characteristics
of Leaders
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Behavioral Approaches
to Leadership
chapter14
• Ohio State Studies
– Consideration: people-oriented behavior
– Initiating structure: task-behavior that directs work activities
• Michigan Studies
– Employee-centered leaders: focused on subordinates human
needs
– Job-centered leaders: meeting schedules, keeping costs low and
achieving productivity
• The Leadership Grid
– Built on both Ohio State and Michigan Studies
– Two-dimensional grid w/ five major management styles
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chapter14
The Leadership Grid
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chapter14 Contingency Approaches
Hersey and Blanchard’s Situational Theory
– Characteristics of followers and determining
appropriate leadership behavior
– Adopt one of four leadership styles
Fiedler’s Contingency Theory
– Apply leader’s style to organizational situation
– Is situation favorable on unfavorable to the leader’s
style
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chapter14
Situational Theory:
Hersey & Blanchard
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chapter14
How Leader Style
Fits the Situation
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Substitutes and Neutralizers
chapter14
for Leadership
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chapter14
Charismatic Leadership
• Leadership can inspire and motivate people
• Charismatic Leaders
 Lofty visions
 Ability to understand and empathize
 Empowering and trusting subordinates
• Charismatic leaders are less predictable and
create an environment of change
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Transformational vs.
Transactional Leadership
• Transformational leaders drive innovation and
change
– Recognize needs of followers
– Inspire others to believe in themselves
• Different than transactional leadership
– Initiate structure, provide rewards
– Excel in management functions
• Transformational leaders have positive
impact on followers
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chapter14
Followership
Leaders can develop
understanding of
followers
Good followers have
leadership traits
Effective followers
are independent,
critical thinkers
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chapter14
Power
• Position Power
– Legitimate Power: formal position
– Reward Power: authority to reward others
Power and
influence are
not the same.
– Coercive Power: authority to punish or recommend
• Personal Power
– Expert Power: knowledge and skills
– Referent Power: personal characteristics
• Other Source of Power
– Personal Effort: initiative
– Network of Relationships: cultivated people resources
– Information: access to information
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Interpersonal
Influence Tactics
chapter14
Use rational persuasion
Make people like you
Rely on the rule of reciprocity
Develop allies
Ask for what you want
Make use of higher authority
Reward the behaviors you want
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chapter14
Leadership as Servant
Servant
Servant Leadership
Leadership
– Leaders who transcend self-interest to serve others in
the organization
– Servant leaders give away their power, information,
ideas, recognition
Moral
Moral Leadership
Leadership
– Business is about values, not just economic
performance
– Focus on right from wrong and choosing to do the
right thing
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