Chapter 15
Dynamics of Leadership
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
15.1
Learning Objectives
After reading this chapter, you should be able to:
 State the types of power and their use by leaders
 Describe the personal traits associated with effective leaders
 Explain the behaviors of effective and ineffective leaders
 Identify contingencies that may be important to the
effectiveness of a leader
 State the key characteristics of transformational leaders
 Describe how organizations develop leaders
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
15.2
Consequences of Using 5 Types of Power
Type of power used by leader

Expert

Referent

Reward

Legitimate

Coercive
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Most likely response from followers
Commitment
Compliance
Resistance
Adapted from Figure 15.1
15.3
Emotional Intelligence Traits
 Self-monitoring
• The ability to see the impact one has on people and to adapt
 Confidence
• The ability to recognize and appreciate one’s own strengths and those
of others
 Self-control
• The ability to rein in one’s ego and desire for personal dominance
 Genuineness
• The ability to respect, and project, one’s authority
 Empathy
• The ability to understand, and work with, the needs and motivations
of others
 Ownership
• The ability to accept responsibility for one’s actions and their
consequences
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
15.4
Comparison of Theory X and Y Assumptions
X

The typical employee
dislikes work and will avoid
it if possible

Employees want direction
whenever possible

Managers must coerce
employees to get
them to work
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Y

People like to work

Employees who are
committed to the company’s
objective will exercise selfcontrol

Employees learn to accept
and even seek responsibility
at work
15.5
The Managerial Grid Model
High
9
C
o
n
c
e
r
n
(1,9)
(9,9)
Country club style
Team style
8
7
6
(5,5)
f
o
r
5
4
p
e
o
p
l
e
Middle-of-the-road style
3
Low
2 Impoverished style
(1,1)
1
Low
Produce or
perish style
(9,1)
Concern for production
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
High
Source: R. R. Blake, J. S. Mouton,
and L. E. Greiner. Breakthrough in
organization development. Harvard
Business Review. NovemberDecember 1964
Adapted from Figure 15.2
15.6
Hersey and Blanchard’s Situational Leadership Model
SITUATIONAL LEADERSHIP
Leader Behaviors
Relationship Behavior
(Supportive Behavior)
High
High
High Task
Relationship
and
and
High
Low Task
Relationship
S3
S2
S4
S1
Low
High Task
Relationship
and
and
Low
Low Task
Relationship
Low
Low
High
Moderate
High
R4
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
R3
Low
R2
Follower Readiness
R1
Immature
Mature
Task Behavior
(Directive Behavior)
Source: Hersey, P.,
and Blanchard, K.H.
Management of
Organizational
Behavior: Utilizing
Human Resources,
6th ed. Englewood
Cliffs, N.J.: PrenticeHall, 1993. Used by
permission from
Ronald Campbell,
President,
Leadership Studies,
Escondido,
California, 1995.
Adapted from Figure 15.3
15.7
Vroom-Jago Time-Driven Leadership
Model
Contingency Variables
 Decision significance
 Importance of commitment
 Leader expertise
 Likelihood of commitment
 Team support
 Team expertise
 Team competence
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Leadership Styles
 Decide style
 Consult individually style
 Consult team style
 Facilitate style
 Delegate style
15.8
Common Characteristics of
Transformational Leaders
Visionary
Confident
Inspirational
Transformational
Leaders
Trustworthy
Thoughtful
Considerate
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002
Adapted from Figure 15.4
15.9
Leadership Development
 On-the-Job Learning
 Assessment and Training
 Coaching and Mentoring
Hellriegel, Jackson, and Slocum
MANAGEMENT: A Competency-Based Approach
South-Western College Publishing
Copyright © 2002