Leadership
Has Many
Faces
CE Text pp. 474-487; 494-498 + Case
Managers Versus Leaders
► Managers
 Persons whose influence on others is limited to
the appointed managerial authority (scope) of
their positions
► Leaders
 Persons with managerial and/or personal power
who can influence others to perform actions
beyond those that could be dictated by those
persons’ formal (position) authority alone.
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11–2
Power & Influence
►Power
 The ability to get something done-that you
want done- and done the way you want it.
 The ability to get others to take actions they
otherwise would not
►INFLUENCE
 Any attempt by a person to change the behavior
of superiors, peers, or lower-level employees
through the direct or indirect control of human,
informational, or material resources.
►
►
►
Not inherently good or bad.
Can be used to subvert.
Can be used to enhance.
Sources of Power
The Evolution of Leadership
Theory
Trait Theory
► Born
to lead?
► Physical leadership traits – (Inherited)
 Age, Gender, Size, Ethnicity
Vs.
► Personal
leadership traits-(Developed)
 Drive, Honest, Credible, Competent, EQ, IQ,
 Flexible, Knowledgeable, Confident, Motivated
General Zinni-Competence
Bishop Thomas-Not friendship

Edwin Locke/Shelley Fitzpatrick
Elect a Leader
► A:
Associates with crooked politicians,
consults an astrologist to make decisions,
chain smoker, cheats on wife (two
mistresses), drinks 8-10 martinis/day
► B:
Sleeps until noon, drinks a quart of
whiskey/day, used opium in college.
► C:
Decorated war hero, vegetarian, drinks
beer on occasion
Elect a Leader
► A:
Associates with crooked politicians,
consults an astrologist to make decisions,
chain smoker, cheats on wife (two
mistresses), drinks 8-10 martinis/day
Franklin Delano Roosevelt
► B:
Sleeps until noon, drinks a quart of
whiskey/day, used opium in college.
Winston Churchill
► C:
Decorated war hero, vegetarian, drinks
beer on occasion Adolph Hitler
Classic Leadership Styles
► Autocratic:
Command-Control, Heavy
Reliance on Authority
► Democratic:
Participatory…focus on task
and personnel development
► JD-Style Change
► Laissez-faire:
Whatever – Just get it
done, Detached.
EXHIBIT 11–2 Continuum of Leader Behavior
Democratic
Consultative
Participative
Source: Adapted and reprinted by permission of the Harvard Business Review. An exhibit from “How to Choose a Leadership Pattern” by
© 2008 Prentice Hall, Inc. All rights
11–10
R. Tannenbaum and W. Schmidt, May–June 1973. Copyright © 1973 by the President and Fellows of Harvard College; all rights reserved.
reserved.
Core Dimensions of Leadership
Ohio State Study p.480
► Task
► Relationship
Concern for Production
Concern for People
Fiedler Contingency Leadership Model
 Effective group performance depends on the
proper match between the leader’s style of
interacting with employees and the degree to
which the situation gives control and influence
to the leader
three situational criteria—leader member
relations, task structure, and position power—
that could be manipulated match an inflexible (fixed)
leadership style.
►Identified
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11–12
Contingency Theory of Leadership
(Style is Difficult to Change)
Fiedler
Variables for the Leader: (See page 484 and exhibit 19-4 on page 482)
• Leader-member relations - Confidence in , respect for the leader
• Task Structure – The degree of structure , specificity of employees’ activities
Leader-Participation Model
(Vroom, Yetton and Jago)
 Provides a sequential set of rules for
determining the form and amount of
participation a leader should exercise in decision
making according to different types of
situations.
►The
model is a decision tree incorporating
contingencies (whose relevance can be identified by
making yes or no choices)
►Experience-Acceptance-Time
Constraints
 Assumes an adaptable leadership style.
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11–14
Vroom-Jago leader-participation model.
Decision Process/Participation
Path-Goal Theory (House)
 Leader’s style is flexible and can be changed to
adapt to the situation at hand.
*Directive: Expectations, Guidance “How to”
*Supportive: Friendly, shows concern
*Participatory: Consults employees, then acts
*Achievement: Sets goals, expects performance
 Workers accept a leader’s behavior to the degree that
they believe that it will:
(1) makes the satisfaction of their needs contingent on effective
performance
(2) provides the coaching, guidance, support, and rewards that are
necessary for effective performance.
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11–16
Situational Leadership Theory
(SLT)
 Leaders should adjust their leadership styles—
telling, selling, participating, and delegating—in
accordance with the readiness of their
followers.
►Acceptance:
Leader effectiveness reflects the
reality that it is the followers who accept or reject
the leader.
►Readiness:
perform.
a follower’s ability and willingness to
►At
higher levels of readiness, leaders respond by
reducing control over and involvement with
employees.
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11–17
EXHIBIT 11–7 Hersey and Blanchard’s Situational Leadership® Model
Willing = Motivated
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11–18
Situational leadership
A different perspective
S-4
Delegate
All Very High
S-3
Participate
KSA
S-2 Show
Sell
S-1 Tell
Direct
Mixed High
KSA
Mixed Low
KSA
All Very Low
KSA
TRUST
Deterrence-Based
Knowledge-Based
Identification-Based
Consequences, Fear,
Reprisal
Predictability,
Experience
Mutual understanding
Unquestioned loyalty
New Term
Intermediate Term
Long-Term
► Trust
=C+R+T
► Credibility
+ Reliability + Transparency
The Challenge of Team Leadership
► Becoming




an effective team leader requires:
Learning to share information.
Developing the ability to trust others.
Learning to give up authority-not accountability.
Knowing when to leave the team alone and
when to intercede.
► New
roles that team leaders take on:
 Managing the team’s external boundary
►Management,
suppliers, trouble shooting
 Facilitating the team process (coach).
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11–21
Leadership Styles-Approach
Motivational Gurus Case pp. 502-503
Welch
► Bottom Line focus
► Six sigma = no defects
► 1 or 2 in every business
► Top 20% vs. Bottom 10%
► A “people manager”
Torre
► Few rules
► Peak performance
► Individual freedom
► Manages Up & Down
► 4 World series wins
Leadership Style:
Path-Goal?
Situational Leadership?
Participative Model?
Fiedler Contingency?
To be an effective leader…
 Develop Vision - your world view, your assumptions, your
choices and options
 Improve Yourself - Lifelong learning, stretch goals,
Don’t die until you are dead
 Stay in touch with reality - be objective
 Practice Ethical Leadership - know your values, Assumptions,
Beliefs, Expectations, goals, motives
 Know yourself - set attainable goals and standards for
yourself
 Relate to people – Develop your EQ
Man in the Arena
►
The credit belongs to the persons who are actually in the
arena, whose faces are marred by dust, and sweat, and
blood, who strive valiantly, who err and come short again
and again.
►
The persons who know the great enthusiasms, the great
devotions, and spends themselves in a worthy cause; who at
best know the triumph of high achievement and who, at the
worst, if they fail, at least fail while daring greatly.
►
Their place shall never be with those cold and timid souls
who know neither victory nor defeat.
Theodore Roosevelt ‘Citizen In A Republic” April 23, 1910