Leadership & Management
Reading for Lesson 4: Leadership
in Organizations
Reading Objectives
1.
2.
3.
4.
5.
The student will comprehend the personal characteristics
associated with effective leaders.
The student will know the five sources of power and how each
causes different subordinate behavior.
The student will comprehend the leader behavior of initiating
structure and consideration and when they should be used.
The student will comprehend Hersey and Blanchard's
situational theory and its application to subordinate
participation.
The student will comprehend the path-goal model of
leadership.
Discussion Objectives
1.
2.
3.
Demonstrate how the five bases of power are manifest in
behavior
Relate Hersey and Blanchard’s Situational Theory to the
personnel and organization of a Navy warship
Discuss personal traits that are useful to a leader and
determine if these traits are more valuable in some situations
than in others
Leadership
 Ability
to influence people toward common
goal
 Reciprocal relationship among people
 A “people” activity
 Involves the use of power
Power
 Potential
ability to influence behavior
 Promotes vision, creativity and change
 Derived from personal sources
- Personal interests
- Goals
- Values
Personal Characteristics of
Effective Leaders
 Physical


Activity
Energy
 Social

background
Mobility
Personal Characteristics of
Effective Leaders
 Intelligence



and ability
Judgment, decisiveness
Knowledge
Fluency of Speech
Personal Characteristics of
Effective Leaders
 Personality






Alertness
Originality, creativity
Personal integrity, ethical conduct
Self-confidence
Under a Microscope!
Preserve Your Integrity!
Personal Characteristics of
Effective Leaders
 Work-related





Achievement, drive, desire to excel
Ambition
Seek responsibility
Responsibility in pursuit of goals
Task orientation
Personal Characteristics of
Effective Leaders
 Social







Ability to enlist cooperation
Cooperativeness
Popularity, prestige
Sociability, interpersonal skills
Social participation
Tact, diplomacy
Charisma!
Sources of Power
 Legitimate
 Reward
 Coercive
 Expert
 Referent
Leadership Behaviors

Consideration




Considerate of subordinates
Respects their ideas
Mutual Trust
Initiating Structure




Give Instructions
Spend time planning
Emphasize deadlines
Schedule work activities
Patton Excerpt
Henry V Excerpt
Patton vs. Henry V
 What
type of leader?
 Which one would you follow?
 Which one are you?
 Why?
Hersey and Blanchard’s Situational
Theory

Subordinates vary in their readiness level.

Low task readiness:
• Limited skill
• Lack of training
• Insecurity

High task readiness:
•
•
•
•
Ability
Skill
Confidence
Willingness to work
Hersey and Blanchard’s Situational
Theory

Adopt a style appropriate to your subordinates.

Low level of task readiness:
• Tell them what to do
• How to do it
• When to do it

High level of task readiness:
• Provide general goals
• Delegate sufficient authority to do the task
• Expect followers to complete the task as they see fit
Path Goal Theory
 The
leader tries to increase subordinate
motivation to attain personal and
organizational goals
Path Goal Theory Contingencies
 Leader
behavior (style)
 Supportive
 Directive
 Participative
 Achievement-oriented
Path Goal Theory Contingencies
 Situational
Contingencies
 Characteristics of the workers
 Work environment
 Use of rewards
 Clarify the path to the rewards
 Increase the rewards
 Be Consistent!
Questions?
???