Leadership
Chapter Twelve
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Learning Objectives
LO 1 Discuss what it means to be a leader
LO 2 Summarize what people want and what
organizations need from their leaders
LO 3 Explain how a good vision helps you be a better
leader
LO 4 Identify sources of power in organizations
LO 5 List personal traits and skills of effective leaders
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Learning Objectives (cont.)
LO 6 Describe behaviors that will make you a better
leader and identify when the situation calls for
them
LO 7 Distinguish between charismatic and
transformational leaders
LO 8 Describe types of opportunities to be a leader in
an organization
LO 9 Discuss how to further your own leadership
development
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Leadership
Leader


One who influences others to attain goals.
The greater the number of followers, the greater
the influence
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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
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Vision
 Vision
 A mental image of a
possible and
desirable future state
of the organization.
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Leading and Managing
 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.
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Question
___________ is the ability to influence others.
A. Innovation
B. Charisma
C. Power
D. Clout
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Power and Leadership
Power

The ability to influence others.
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Sources of Power
Legitimate
Coercive
Referent
Reward
Expert
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Sources of Power
Figure 12.1
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Traditional Approaches to
Understanding Leadership
Trait approach

A leadership perspective that attempts to
determine the personal characteristics that great
leaders share
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Useful Leadership Characteristics
Drive
Leadership Motivation
Integrity
Self Confidence
Knowledge of the Business
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Leader Behaviors
Behavioral approach

A leadership perspective that attempts to
identify what good leaders do—that is, what
behaviors they exhibit.
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Leader Behaviors
Task performance behaviors

Actions taken to ensure that the work group or
organization reaches its goals.
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Group Maintenance
 Group maintenance
behaviors
 Actions taken to
ensure the
satisfaction of group
members, develop
and maintain
harmonious work
relationships, and
preserve the social
stability of the group
 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.
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Questions Assessing Task Performance
and Group Maintenance Leadership
Table 12.1
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Question
Which leadership philosophy is characterized by
an absence of managerial decision making?
A. Autocratic
B. Democratic
C. Laissez-faire
D. Egalitarian
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Participation in Decision Making
Autocratic leadership

A form of leadership in which the leader makes
decisions on his or her own and then announces
those decisions to the group
Democratic leadership

A form of leadership in which the leader solicits
input from subordinates.
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Participation in Decision Making
 Laissez-faire
 leadership
philosophy
characterized by an
absence of
managerial decision
making.
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Leadership Grid
Figure 12.2
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Situational Approaches
to Leadership
Situational approach

Leadership perspective proposing that
universally important traits and behaviors do not
exist, and that effective leadership behavior
varies from situation to situation.
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The Vroom Model of Leadership
 Vroom model
Figure 12.3
 A situational model
that focuses on the
participative
dimension of
leadership.
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Situational Factors for
Problem Analysis
Table 12.2
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Vroom’s Leader Decision Styles
Table 12.3
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Fiedler’s Contingency Model
Fiedler’s contingency model of leadership
effectiveness

A situational approach to leadership postulating
that effectiveness depends on the personal style
of the leader and the degree to which the
situation gives the leader power, control, and
influence over the situation.
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Fiedler’s Analysis of Situations
Figure 12.4
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Fiedler’s Contingency Model
 Task-motivated
 Relationship-
leadership
motivated leadership
 Leadership that
 Leadership that
places primary
emphasis on
completing a task.
places primary
emphasis on
maintaining good
interpersonal
relationships.
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Hersey and Blanchard’s
Situational Theory
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.
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Hersey and Blanchard’s
Situational Theory
 Job maturity
 The level of the
employee’s skills and
technical knowledge
relative to the task
being performed.
 Psychological
maturity
 An employee’s selfconfidence and selfrespect.
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Path-Goal Theory
Path-goal theory

A theory that concerns how leaders influence
subordinates’ perceptions of their work goals
and the paths they follow toward attainment of
those goals.
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The Path-Goal Framework
Figure 12.5
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Substitutes for Leadership
 Substitutes for
leadership
 Factors in the
workplace that can
exert the same
influence on
employees as leaders
would provide.
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Contemporary Perspectives
on Leadership
Charismatic leader

A person who is dominant, self-confident,
convinced of the moral righteousness of his
beliefs, and able to arouse a sense of excitement
and adventure in followers.
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Contemporary Perspectives
on Leadership
Transformational leader

A leader who motivates people to transcend
their personal interests for the good of the
group.
Transactional leaders

Leaders who manage through transactions, using
their legitimate, reward, and coercive powers to
give commands and exchange rewards for
services rendered.
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Contemporary Perspectives
on Leadership
Level 5 leadership

A combination of strong professional will
(determination) and humility that builds
enduring greatness.
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Authenticity
 Authentic leadership
 A style in which the
leader is true to
himself or herself
while leading
 Pseudotransformational
leaders
 Leaders who talk
about positive
change but allow
their self-interest to
take precedence over
followers’ needs
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Opportunities for Leaders
 Servant-leader
 A leader who serves
others’ needs while
strengthening the
organization.
 Intergroup leader
 A leader who leads
collaborative
performance
between different
groups or
organizations
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Opportunities for Leaders
 Shared leadership
 Rotating leadership,
in which people
rotate through the
leadership role based
on which person has
the most relevant
skills at a particular
time.
 Lateral leadership
 Style in which
colleagues at the
same hierarchical
level are invited to
collaborate and
facilitate joint
problem solving.
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Video: Are U.S. CEO’s
worth their salaries?
What accounts for these differences in the
wide range of compensation paid to CEOs in
Europe, the United Kingdom, and the United
States?
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