Leadership
Chapter Sixteen
McGraw-Hill/Irwin
© 2013
The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
LO.1 Define the term leadership, and explain the
difference between leading and managing.
LO.2 Review trait theory research and the takeaways
from this theoretical perspective.
LO.3 Explain behavioral styles theory and its takeaways.
LO.4 Explain, according to Fiedler’s contingency model,
how leadership style interacts with situational
control, and discuss the takeaways from this
model.
LO.5 Discuss House’s revised path–goal theory and its
practical takeaways.
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Learning Objectives (cont.)
LO.6 Describe the difference between laissez-faire,
transactional, and transformational leadership.
LO.7 Discuss how transformational leadership
transforms followers and work groups.
LO.8 Explain the leader–member exchange model of
leadership.
LO.9 Review the concept of shared leadership and the
principles of servant-leadership.
LO.10 Describe the follower’s role in the leadership
process.
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What Does Leadership Involve?
Leadership




Process between leaders and followers
Involves social influence
Occurs at multiple levels in an organization
Focuses on goal
accomplishment
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Approaches to Studying Leadership
16-5
Characteristics of Being a Leader and a
Manager
16-6
Trait Theory
Leader trait
 physical or personality characteristic that can
be used to differentiate leaders from followers.
16-7
What Are the Core Traits
Leaders’ Possess?
Intelligence
Dominance
Level of
energy and
activity
Selfconfidence
Task-relevant
knowledge
16-8
Do People Possess Prototypes about
Preferred Leadership Traits?
Implicit leadership
theory
 based on the idea
that people have
beliefs about how
leaders should
behave and what
they should do for
their followers.
Leadership
prototype
 mental
representations of
the traits and
behaviors that
people believe are
possessed by
leaders.
16-9
What Traits Are Possessed by
Bad Leaders?
Incompetent
Rigid
Intemperate
Callous
Corrupt
Insular
Evil
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Gender and Leadership
Men and women were seen as displaying
more task and social leadership,
respectively
Women used a more democratic or
participative style than men and men used a
more autocratic and directive style than
women
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Key Positive Leadership Traits
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What Are the Takeaways from
Trait Theory?
First, organizations may want to include
personality and trait assessments into their
selection and promotion processes.
Second, management development
programs can be used to build a pipeline of
leadership talent.
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Behavioral Styles Theory
The Ohio State Studies identified two
independent dimensions of leader behavior.
 Consideration: creating mutual respect and
trust with followers.
 Initiating structure: organizing and defining
what group members should be doing.
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Four Leadership Styles Derived from
the Ohio State Studies
16-15
Question?
Allen thrives on organizing and defining what
group members should be doing to maximize
output. According to the Ohio State
researchers, Allen is exhibiting which of these
behaviors?
A.Initiating structure
B.Concern for people
C.Relationship-motivated
D.Consideration
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Takeaways from Behavioral
Styles Theory
Leader behaviors can be systematically
improved and developed.
There is no one best style of leadership.
The effectiveness of a particular leadership
style depends on the situation at hand.
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Peter Drucker’s Tips for Improving
Leadership Effectiveness
16-18
Situational Theories
Situational
theories
 propose that the
effectiveness of a
particular style of
leader behavior
depends on the
situation.
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Fiedler’s Contingency Model
Contingency theory
 based on the premise that a leader’s
effectiveness is contingent on the extent to
which a leader’s style fits or matches
characteristics of the situation at hand.
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Fiedler’s Contingency Model
Situational control
 refers to the amount of control and influence
the leader has in his immediate work
environment
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Three Dimensions of Situational
Control
Leader-member relations
 the extent to which the leader has the support, loyalty,
and trust of the work group
Task structure
 concerned with the amount of structure contained
within tasks performed by the work group
Position power
 the degree to which the leader has formal power to
reward, punish, or otherwise obtain compliance from
employees
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Representation of
Fiedler’s Contingency Model
16-23
Question?
Kimberly is a task-motivated leader.
According to Fiedler's work, Kimberly would
not be effective under which conditions?
A.Situations of high control
B.Conditions of low control
C.Conditions of achievement-orientation
D.Conditions of moderate control
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Path-Goal Theory
Describes how leadership effectiveness is
influenced by the interaction between four
leadership styles – directive, supportive,
participative, achievement-oriented
Contingency factors
 Situational variables that cause one style of
leadership to be more effective than another
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A Reformulated Theory
Three key changes:
1. Leadership is more complex and involves
a greater variety of leader behavior.
2. The role of intrinsic motivation and
empowerment in influencing leadership
effectiveness
3. Shared leadership
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A General Representation of
House’s Revised Path-Goal Theory
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Applying Situational Theories
1. Identify important outcomes
2. Identify relevant leadership
types/behaviors.
3. Identify situational conditions
4. Match leadership to the conditions at hand
5. Determine how to make the match
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The Full-range Model of Leadership
Transactional leadership
 focuses on clarifying employees’ role and task
requirements and providing followers with
positive and negative rewards contingent on
performance.
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The Full-range Model of Leadership
Transformational leaders
 engender trust, seek to develop leadership in
others, exhibit self-sacrifice and serve as moral
agents, focusing themselves and followers on
objectives that transcend the more immediate
needs of the work group.
16-30
Question?
Coach Bryant gave many great halftime
speeches. Which transformational behavior
was this?
A.Inspirational motivation
B.Idealized influence
C.Individualized consideration
D.Intellectual stimulation
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A Transformational Model of
Leadership
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Managerial Implications
1.
2.
3.
4.
The establishment of a positive vision of the
future—inspirational motivation— should be
considered a first step at applying
transformational leadership
The best leaders are both transformational and
transactional
Transformational leadership influences group
dynamics and group-level outcomes
Transformational leadership works virtually
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Maintaining Ethical Transformational
Leadership
1.
2.
3.
4.
5.
Create and enforce a clearly stated code of
ethics.
Recruiting, selecting, and promoting people who
display ethical behavior.
Developing performance expectations around
the treatment of employees.
Training employees to value diversity.
Identifying, rewarding, and publicly praising
employees who exemplify high moral conduct.
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The Leader-Member Exchange (LMX)
Model of Leadership
Focuses on the quality of relationships
between managers and subordinates as
opposed to the behaviors or traits of either
leaders or followers.
Assumes that leaders develop unique oneon-one relationships with direct reports.
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The Leader-Member Exchange (LMX)
Model of Leadership
In-group exchange
 leaders and followers
develop a partnership
characterized by
reciprocal influence,
mutual trust, respect
and liking, and a
sense of common
fates.
Out-group
exchange
 Leaders are
characterized as
overseers who fail
to create a sense of
mutual trust,
respect, or common
fate
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Managerial Implications
Leaders are encouraged to establish highperformance expectations for all of their
direct reports.
Managers should be careful that they don’t
create a homogeneous work environment.
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Shared Leadership
Shared leadership
 dynamic, interactive influence process among
individuals in groups for which the objective is
to lead one another to the achievement of
group or organizational
goals or both
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Servant Leadership
Servant leadership
 focuses on increasing services to others rather
than to oneself
 less likely to engage in self-serving behaviors
that hurt others
16-39
Video: Women Leading in the
Workplace
Space Shuttle Commander Eileen Collins hopes to serve
as a role model for other women. How has life in the
USAF changed for women over the past several decades
to allow her to be Shuttle Commander?
Commander Collins cites cultural issues as a potential
cause of women not pursuing math and engineering
oriented training and careers as frequently as men. Why
do you think this is?
Based on what you saw in the video, do you think that
family responsibilities prevent women from growing in their
careers?
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