LEADERSHIP
Chapter 12
MGMT 370
LEADING: Influencing,
inspiring voluntary followers
 POSITION POWER
 Reward Power
 Coercive Power
 Legitimate Power
 PERSONAL POWER
 Expert Power
 Referent Power
KEY LEADERSHIP
BEHAVIORS
1. Challenge the process
2. Inspire a shared vision
3. Enable others to act
4. Model the way
5. Encourage the heart
VISION
 A mental image of a
possible and desirable
future state of the
organization.
LEADERSHIP CONCEPTS
 Supervisory leadership
 Behavior that provides guidance,
support, and corrective feedback for
day-to-day activities.
 Strategic leadership
 Behavior that gives purpose and
meaning to organizations,
envisioning and creating a positive
future.
POWER AND LEADERSHIP
 POWER =
the ability to influence others
TYPES OF POWER
Legitimate
Coercive
Referent
Reward
Expert
SOURCES OF POWER
LEADERSHIP PHILOSOPHY
 Autocratic leadership
 leader makes decisions on his/her
own, then announces those decisions
to the group
 Democratic leadership
 leader solicits input from
subordinates.
 Laissez-faire leadership philosophy
 characterized by an absence of
managerial decision making
LEADING
 Servant Leadership
 Empowerment
 Selflessness
EARLY LEADERSHIP
MODELS
 Trait Theory
 A perspective that defines leadership
through personal traits or
characteristics
EARLY LEADERSHIP MODELS
 Behavioral approach
 Attempts to identify what good
leaders do—that is, what behaviors
they exhibit.
 Task performance behaviors
 Actions taken to ensure that the
work group or organization reaches
its goals.
LEADER AS GROUP
OVERSEER
 Group maintenance behaviors
 ensure the satisfaction of group members,
develop and maintain good work
relationships, and preserve the group’s
social stability
 Leader-Member Exchange (LMX) theory
 Highlights the importance of leader
behaviors not just toward the group as a
whole but toward individuals on a personal
basis.
EARLY LEADERSHIP MODELS
•Behavior Theory
Leader Styles—Leadership Grid
CONTINGENCY APPROACHES
 Fiedler’s Contingency Model
 Match style to situation
CONTINGENCY APPROACHES
 Hersey-Blanchard Situational
Model
Hersey and Blanchard’s
Situational Theory
 A life-cycle theory of leadership
postulating that a manager should
consider an employee’s psychological
and job maturity before deciding
whether task performance or
maintenance behaviors are more
important.
CONTINGENCY APPROACHES
 House’s Path-Goal Leadership
Theory
 Path-Goal Contingencies
 Leadership Substitutes
PATH-GOAL THEORY
 Concerns with how leaders
influence subordinates’
perceptions of their work goals
and the paths they follow toward
attainment of those goals.
CONTINGENCY APPROACHES
 Vroom-Jago Leader-Participation
Model
 Authority decision
 Consultative decision
 Group decision
SITUATIONAL FACTORS
CONTEMPORARY
LEADERSHIP MODELS
 Transactional vs.
Transformational Leadership






Vision
Charisma
Symbolism
Empowerment
Intellectual Stimulation
Integrity
CONTEMPORARY MODELS
 Charismatic leader
 A person who is dominant, selfconfident, convinced of the moral
righteousness of his beliefs, and able
to arouse a sense of excitement and
adventure in followers.
CONTEMPORARY MODELS
 Level 5 leadership
 A combination of strong
professional will
(determination) and humility
that builds enduring
greatness.
Leaders and Emotional
Intelligence
Emotional Intelligence
 Self-Awareness
 Self-Management
 Motivation
 Empathy
 Relationship Management
LEADERSHIP and GENDER
 Gender Similarities Hypothesis
 Who leads better?
 Men: Directive, assertive,
traditional, position power
 Women: Participative, motivating,
communicative, listeners,
mentors, supportive
And Last but Not Least…
 Drucker’s “Old-Fashioned”
Leadership
 Moral Leadership
 Integrity
 Authentic Leadership