Leadership
Chapter 15
MANAGEMENT
Meeting and Exceeding Customer Expectations
EIGHTH EDITION
Prepared by
Deborah Baker
Texas Christian University
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved
1
learning objectives
1. Discuss leadership traits, skills, and behaviors
2. Differentiate between management and
leadership
3. Describe the five sources of power leaders may
possess
4. Differentiate between positive and negative
motivation
5. Describe the three decision-making styles used
Chapter 15
by leaders
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learning objectives (continued)
6. Explain the two primary approaches leaders can
take: task centered and people centered
7. Describe the three theories of situational
leadership
Chapter 15
8. Discuss the three challenges facing leaders
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Leading
Establishing values, culture, and climate
Defining a mission
Identifying core competencies
Scanning environments
Sensing the need for change
Creating a vision for the future
Enlisting cooperation and support for the vision
Keeping people and processes focused on
satisfying various customers
Chapter 15
Unleashing the full potential from human
resources
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Those Who Practice Leadership…
Guide
Direct
Counsel
Coach
Chapter 15
Persuade
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Inspire others
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Leadership and Influence
Leadership
Chapter 15
Influence
The process of influencing
individuals and groups to set
and achieve goals
The power to sway people to
one’s will or views
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Leadership Variables
The leader
Those being led
Chapter 15
The circumstances and situations they are facing
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Leadership Traits
Chapter 15
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Traits
Skills
Adaptable
Alert to social environment
Ambitious & achievement-oriented
Assertive
Cooperative
Decisive
Dependable
Dominant
Energetic
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
Cleverness (intelligence)
Conceptual ability
Creativity
Diplomacy and tact
Fluency in speaking
Knowledge about the group task
Organizational ability
Persuasiveness
Social ability
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Leadership Behaviors
1
Yukl’s Leadership Behaviors
Performance emphasis
Consideration
Inspiration
Praise-recognition
Structuring reward
contingencies
6. Decision participation
7. Autonomy-delegation
8. Role clarification
9. Goal setting
10. Training-coaching
11. Information dissemination
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1.
2.
3.
4.
5.
12.
13.
14.
15.
16.
17.
18.
19.
Problem solving
Planning
Coordinating
Work facilitation
Representation
Interaction facilitation
Conflict management
Criticism-discipline
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2
Management versus Leadership
People Who Have Both Leadership Ability
and Management Ability
Chapter 15
Leadership
Ability
Management
Ability
People Who Have
Leadership Ability
but Are Not Managers
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People Who Have
Management Ability
but Are Not Leaders
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Chapter 15
2
Management versus Leadership
Management
Leadership
Planning and budgeting
Establishing direction
Organizing and staffing
Aligning people
Controlling and problem solving
Motivating and inspiring
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3
The Five Sources of Power
Legitimate
Chapter 15
Reward
Coercive
Expert
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Referent
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3
The Five Sources of Power
Legitimate Power – derives from their positions
in their organizations
Coercive Power – result of the exercise of
legitimate power
Reward Power – the right to promise or grant
rewards, such as raises and promotions, is often
the result of exercising legitimate power
Expert Power – a person’s abilities, skills,
knowledge, and experience can exert influence
when others value them
Referent Power – related to the kind of personality
Chapter 15
or personal attractiveness
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4
Motivation Continuum
Opportunities for Advancement
Responsibility
Positive
Motivation
Recognition
Financial Rewards
Praise
Status
Threats
Negative
Motivation
Reprimands
Financial Penalties
Chapter 15
Suspension
Termination
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5
Decision-Making Styles
Autocratic
Style
Participative
Style
Free-Rein
Style
Chapter 15
Which style a manager chooses should
relate to the situation encountered.
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5
Leadership Styles and the
Distribution of Decision-Making Authority
Manager’s Exercise of
Authority
Subordinates’ Share of
Decision-Making Authority
Autocratic Style
Chapter 15
Manager makes
decision,
announces it,
and seeks
feedback
Participative
Style
Manager makes
decision with input
from subordinates
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Free-Rein Style
Subordinate
makes decision
subject to limits
set by boss
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5
Autocratic Style
Managers must:
 Know what needs to be done
 Possess expert power
 Face issues that they are best equipped to solve
 Create solutions in which implementation does
not depend on others
Chapter 15
 Desire to communicate through orders and
instructions
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Participative Style
5
Managers:
 Share decision-making authority with
subordinates
 Involves others and lets them bring their
viewpoints, talents, and experiences to bear
on an issue
Chapter 15
 Use to resolve issues that affect more than
just the manager
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Free-Rein Style
5
Managers:
 Rely heavily on delegation of authority
 Set limits and remain available for consultation
Chapter 15
 Hold participants accountable for their actions
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6
Emphasis of Task Orientation
Technology
Plans
Programs
Goals
Chapter 15
Methods
Deadlines
Getting the
work out
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6
Emphasis of People Orientation
Chapter 15
Teamwork
Relationships
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Mutual
Trust
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Chapter 15
6
The Leadership Grid®
Source: This image is an adaptation of The Leadership Grid ® figure as it appears in The Power to Change, Rachel McKee and Bruce Carlson
(Austin: Grid International, Inc.), p. 16. Copyright © 1999 by Grid International, Inc. Reproduced by permission of the owners.
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Theories of Situational Leadership
Contingency
Model
Chapter 15
Path–Goal
Theory
Life-Cycle
Theory
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Chapter 15
7
Fielder’s Contingency Model
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House & Mitchell’s Path–Goal Theory
Leadership style is effective on the basis of
how successfully leaders support their
subordinates’ perceptions of:
Chapter 15
Goals that need to be achieved
Rewards for successful performance
Behaviors that lead to successful performance
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House & Mitchell’s Path–Goal Theory
Leaders can influence subordinates’ motivation by:
1. Teaching employees competencies needed
2. Tailoring rewards to meet employees’ needs
Chapter 15
3. Acting to support subordinates’ efforts
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Assumptions of Path–Goal Theory
1. A leader’s behavior is acceptable and satisfying
to subordinates to the extent that they view it as
either an immediate source of satisfaction
or as an instrument to some future satisfaction.
Chapter 15
2. A leader’s behavior will increase subordinates’
efforts if it links satisfaction of their needs to
effective performance and supports their
efforts to achieve goals.
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Path–Goal Theory Leadership Behavior
Instrumental behavior
(task-oriented)
Supportive behavior
(employee-oriented)
Participative behavior
(employee-oriented)
Chapter 15
Achievement-oriented behavior
(employee-oriented)
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7
Path–Goal Theory Situational Factors
Personal characteristics of subordinates
Chapter 15
Work environment
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Path–Goal Theory Situational Factors
Personal Characteristics of Subordinates
Abilities
Personal Needs
and Motivations
Self-Confidence
Chapter 15
Perception of
Leaders
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Path–Goal Theory Situational Factors
Work Environment
Culture and
Subculture
Management
Philosophy
Chapter 15
Policies
and Rules
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Exercise of
Power
Structure
of Tasks
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Hersey & Blanchard’s Life-Cycle Theory
Chapter 15
Life-Cycle
Theory
A view of management that
asserts that a leader’s behavior
toward a subordinate should
relate to the subordinate’s
maturity level. The focus on
tasks and relationships should
vary as the subordinate matures.
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Hersey & Blanchard’s Life-Cycle Theory
Autocratic
Participative
Chapter 15
New
Employees
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Free-Rein
Experienced
Employees
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8
Leadership Challenges
Leadership must be exerted
throughout an organization
Leadership must respond rapidly
Leadership must make difficult
Chapter 15
decisions
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