Chapter 13
Managers as Leaders
Learning Objectives
 Define leadership in a global context
 Explain how managers gain or lose authority
in teams and organizations
 Distinguish among four basic types of leaders
 Demonstrate the progression of leadership
thought and practice over time
 Appraise new and emerging leadership
perspectives
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Managers as Leaders (p. 326)
 Leadership
• Process of influence aimed at directing behavior toward the
accomplishment of objectives
• Leaders – people who use critical thinking to successfully
influence others to get positive organizational results
through motivation and communication
 Leadership in a global economy
• Modality of communication has had a significant impact on
leadership styles and behavior
• Globalized companies affected by external forces that can
significantly change management challenges
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How Leaders Gain Authority (p. 329)
 Power
• Ability to influence
• Leaders may be given power or earn it
• Positional power – influence that is granted
because of a manager’s type and ability to affect
someone positively or negatively through resource
allocation or disciplinary measures
• Personal power – influence that is obtained by
being perceived as likeable and well informed
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How Leaders Gain Authority (cont.)
 Positional power (p. 329)
• Legitimate power – influence that a manager has
because of his or her title inside an organization or
status in a community
• Reward power – influential ability to affect a team
member positively through resources, preferred
schedules, and additional status
• Coercive power – influential ability to influence
people through the threat of or actual negative
consequences for undesired actions
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How Leaders Gain Authority (cont.)
 Personal power (p. 329)
• Referent power – influence that is based on a
manager’s appealing traits or resources, such as
charisma or the ability to offer an employee a
promotion
• Expert power – influence that is derived from
perceived knowledge, skill, or competence
 E.g., a manager that is skilled in computer programming
has expert power with a software development team
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Types of Leaders (p. 330)
 Directive leadership
• Involves providing specific, task-focused
directions, giving commands, assigning goals,
close supervision, and constant follow-up
• Influence based on position or legitimate power
 Transactional leadership
• Creates reward contingencies and exchange
relationships that result in calculative compliance
on the part of followers
• Provides rewards or punishments for performance
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Types of Leaders (cont.)
 Transformational leadership (p. 330)
• Creating and communicating a higher-level vision in a
charismatic way that elicits an emotional response and
commitment from the followers
 Empowering leadership
• Emphasizes employee self-influence processes rather than
hierarchical control processes
• Actively encourages followers to take ownership of their
own behaviors and work processes
• “Leading others to lead themselves”
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The Evolution of Leadership (p. 332)
 Trait perspective
• System of ideas that focuses on identifying
effective leaders through personal characteristics
that are difficult to obtain or cannot be learned
• Great Man Leaders – persons born into positions
of power and authority and seen by some as having
divine right to power (p. 333)
 Males were the predominant leaders throughout history
 Women are assuming more formal leadership roles
throughout society
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The Evolution of Leadership (cont.)
 Traits of women leaders
Figure 13.1
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The Evolution of Leadership (cont.)
 Major leadership traits
Figure 13.2
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The Evolution of Leadership (cont.)
 Trait perspective (cont.)
• Emotional intelligence (EI) – four major
emotional factors drive leadership performance (p.
333)
 Self-awareness
 Self-management
 Social awareness
 Relationship management
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The Evolution of Leadership (cont.)
 Behavioral perspective (p. 334)
• Connects what managers do to their ability to
influence others
• Task behaviors – help team members achieve goals
• Relationship behaviors – enable team members to
be satisfied with one another and their situation
• Ohio State studies
 Leader Behavior Description Questionnaire
 Consideration – nurture employees
 Initiating structure – focused on achieving tasks
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The Evolution of Leadership (cont.)
 Behavioral perspective (cont.)
• Michigan studies (p. 334)
 Employee oriented – focus on building interpersonal
relationships
 More effective leader behavior
 Production oriented – focus on task completion
• Managerial Grid (p. 335) – demonstrates how
managers balance their concerns for results and
people
 Plots a leader’s intensity for results and people on 9-point
scales
 Defines five major leadership styles
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The Evolution of Leadership (cont.)
 Managerial
Grid
Figure 13.3
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The Evolution of Leadership (cont.)
 Contingency perspective (p. 336)
• Rejects the notion that there is one best way to lead
• Fiedler’s contingency theory – matches the most
suitable leadership style with a particular business
situation
 Least preferred coworker scale – defines leadership style
 High scorers are relationship motivated
 Low scorers are task motivated
 Leadership situation defined by:
 Leader-member relations
 Task structure
 Position power
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The Evolution of Leadership (cont.)
 Fiedler’s contingency model
Figure 13.4
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The Evolution of Leadership (cont.)
Figure 13.5
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The Evolution of Leadership (cont.)
 Contingency perspective (cont.)
• Situational leadership model (p. 338)
 Directive behavior – enables the team to achieve goals
through clear directions, planning tasks, organizing and
prioritizing team member actions, and defining a
foreseeable path to success
 Supportive behavior – encourages positive
interpersonal relationships and ensures that team
members are comfortable with current circumstances
 Employees’ competence and commitment to achieving a
goal determine the appropriate emphasis on directive
and supportive behaviors
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The Evolution of Leadership (cont.)
 Situational
leadership
model
Figure 13.6
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The Evolution of Leadership (cont.)
 Contingency perspective (cont.)
• Path-goal theory – focuses on leadership behaviors that
motivate a team through clarification, support, and removal
of barriers in pursuit of a goal (p. 338)
 Four categories of leader behavior
 Directive
 Supportive
Participative
Achievement oriented
 Team member characteristics determine how leader is perceived by
the team
 Need for affiliation
 Preference for structure
Desire for control
Self-perceived level of ability
 Task characteristics also influence the team’s motivation
 Task design
 System authority
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The Evolution of Leadership (cont.)
 Path-goal theory model
Figure 13.7
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The Evolution of Leadership (cont.)
 Path-goal theory motivation factors
Figure 13.8
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The Evolution of Leadership (cont.)
 Path-goal theory model
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The Evolution of Leadership (cont.)
 Contemporary perspectives on leadership (p. 341)
• Transformational leaders – uplift and inspire their
followers to higher levels of motivation and commitment
achieved by:
 Idealized influence (charisma) and inspiration
 Intellectual stimulation
 Individualized consideration
• Charismatic leadership – ability to motivate employees to
exceed expected performance through a leaders inspiring
behavior
• Pseudotransformational leaders – although effective, their
primary aim and goals are to seek personal power and
wealth or cause harm to others
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The Evolution of Leadership (cont.)
 Contemporary perspectives on leadership (cont.)
• Empowering leadership – encourages followers to
take greater responsibility for their behavior (p. 341)
 Particularly appropriate in today’s dynamic and
decentralized organizations
Empowerment
methods
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The Evolution of Leadership (cont.)
 Contemporary perspectives on leadership (cont.)
• Self-leadership – process through which people
influence themselves to achieve the self-direction
and self-motivation necessary to perform (p. 342)
 Behavior-focused strategies
 Natural reward strategies
 Constructive thought strategies
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Beyond Traditional Leadership (p. 342)
 Servant leader
• Focuses on the needs, objectives, and aspirations of team
members to help them achieve organizational goals
• Ideally suited to the service industry
 Shared leadership (p. 343)
• Collaborative process in which team members share key
leadership roles
• Generally involves employees engaging in effective selfleadership and responsible followership
 Authentic leadership
• Encourages positive psychological capacities, an ethical
climate, greater self-awareness, an internalized moral
perspective, a balanced processing of information, and selfdevelopment
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Copyright
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