Chapter 15
Leadership
The Nature of Leadership
Leadership is the ability to influence people
toward the attainment of goals
• People, influence, and goals
– Reciprocal, occurring among people
– A “people” activity, different than
administration and problem-solving
• Many styles of leadership can be effective
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From Management to
Leadership
Good management is essential to organizations
But, good managers must be leaders
Management promotes stability, order, and
problem solving
Leadership motivates toward vision and change
Leadership cannot replace management, there
should be a balance of both
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15.4 Leader and Manager
Qualities
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Contemporary Leadership
• Leadership evolves as the needs of the organization
change
• Leadership has evolved with technology, economic,
labor, social, and cultural changes
• Responding to the turbulence and uncertainty of the
environment
• Four approaches for today’s turbulent times:
– Level 5 Leadership
– Servant Leadership
– Authentic Leadership
– Interactive Leadership (gender differences)
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Level-Five Leadership
Level-five leadership refers to the highest level
in a hierarchy of manager capabilities
 Lack of ego (humility)
 Shy and self-effacing
 Fierce resolve to do what is best for
organization
 Credit other people
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15.1 Level-Five Hierarchy
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Servant Leadership
• Work exists for the development
of the worker
• Servant leaders transcend selfinterest to serve others
• Servant leaders give away power,
ideas, information, recognition,
credit, and money
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Authentic Leadership
 Leaders who know and understand themselves
 Inspire trust and commitment
 Staying true to one’s values and beliefs
 Respect diverse viewpoints
 Espouse and act with higher order ethical values
 Encourage collaboration
 Help others learn, grow, and develop as leaders
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15.2 Components of Authentic
Leadership
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Interactive Leadership
Derived from studies of female leaders
(gender differences)
Consistent with Level 5 leadership
Consensual and collaborative
Influence derived from relationshipsrather than position power and formal
authority
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15.3 Gender Differences in
Leadership Behaviors
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Leadership Traits
• Early research on leadership focused
on traits
– Great Man Approach to leadership
– Effective leaders possess varied traits
and combine these with their strengths
• Combine trait research with other
leadership ideas
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15.5 Personal Characteristics
of Leaders
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Behavioral Approaches
• Research beyond leadership traits-look at
behavior
• Defined two leadership behaviors:
– Task-oriented behavior
– People-oriented behavior
• Foundation of important leadership studies
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Ohio State Studies
Identified two major behaviors:
– Consideration; people oriented
• Mindful of subordinates
• Respects ideas and feelings
• Establishes mutual trust
– Initiating structure; task behavior
• Task oriented
• Directs work activities toward goals
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Michigan Studies
Compared the behavior of effective and
ineffective supervisors
– Employee-centered leaders (most effective)
• Establish high performance goals
• Display supportive behavior
– Job-centered leaders (not effective)
• Less concerned with goal achievement/human needs
• Focus on meeting schedules, cost-management, and
efficiency
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The Leadership Grid
• Blake and Mouton-Univ of Texas
• Building on Ohio State and Michigan
Studies
• 2 Dimensional theory
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15.6 The Leadership Grid
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Contingency Approaches
How do situations influence leader effectiveness?
 Situational Model of Leadership
 Leadership Model (Fiedler)
 Substitutes for leadership concept
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Situational Theory of
Leadership
• Extension of behavioral theories
• Focus on characteristics of followers
• Seek appropriate leadership behavior
• Leadership is based on relationship with
followers and readiness level of followers
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15.7 The Situational Model of
Leadership
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Fiedler’s Contingency Theory
• Leader’s style is task oriented or relationship
oriented
– Relatively fixed leadership style difficult to change
• Goal is to match the leader’s style with
organizational situation
• Analyze the leader’s style to the favorability of
the situation
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15.8 How Leader Style
Fits the Situation
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Substitutes for Leadership
• Situational variables substitutes or neutralize the
need for leadership
-Organizational variables
e.g. group cohesiveness, formalization
-Task Characteristics
e.g. highly structured, automatic feedback
-Group characteristics
e.g. professionalism, training/experience
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Charismatic and Visionary
Leadership
• Charismatic leaders are skilled in the art of
visionary leadership
– Vision is an attractive ideal future
• Inspire and motivate people to do more
– A lofty vision
– Ability to understand and empathize
– Empowering and trusting subordinates
• Visionary leaders speak to the hearts of
employees to be a part of something big
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Transformational versus
Transactional Leadership
Transactional(excel at
management
functions)
–
–
–
–
–
–
–
Clarify tasks
Initiate structure
Provide awards
Improve productivity
Hard working
Tolerant & fair-minded
Focus on management
Transformational (similar
to charismatic but able
to bring
change/innovation)
– Innovative
– Recognize follower
needs
– Inspire followers
– Create a better future
– Promote significant
change
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Power and Influence
• Position Power
– Legitimate Power-formal position
– Reward Power-authority to reward
– Coercive Power-authority to
punish
• Personal Power
– Expert Power-superior k/w
– Referent Power-respect/admiration
Both leaders
and followers
use power to
get things
done
• Other Sources of Power-depends on role
– Personal Effort-mgrs depend on people
who deliver
– Network of Relationships
– Information
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15.11 Seven Interpersonal
Influence Tactics for Leaders
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Followership
• Organization does not exist without
followers
• Understand followers: critical thinking
versus dependent uncritical thinking
– Alienated follower
– Conformist
– Pragmatic survivor
– Passive follower
– Effective follower
• Is the follower active or passive?
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15.10 Styles of Followership
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