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Planning Title Text

Ahead Here 7 Study Questions
— Chapter

1. What is the nature of leadership?

2. What are the important leadership traits and
behaviors?
3. What are the contingency approaches to
leadership?
4. What are current issues in personal
leadership development?

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Chapter Here Dashboard
7 Learning

1. The Nature of Leadership

1. Leadership and power
2. Leadership and vision
3. Leadership as service
2. Leadership Traits and Behaviors
1. Leadership traits
2. Leadership behaviors
3. Classic leadership styles

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Chapter Text Here Dashboard
Learning

3. Contingency Approaches to Leadership

1. Fiedler’s contingency model
2. Hersey-Blanchard situational model
3. Path-goal theory
4. Leader-member exchange theory
5. Leader-participation model

4. Personal Leadership Development

1. Charismatic and transformational leadership
2. Emotional intelligence and leadership
3. Gender and leadership
4. Moral leadership
5. Drucker’s “old-fashioned” leadership

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TitleNature
Text Here
of Leadership

• Leadership
– The process of inspiring others to work hard to
accomplish important tasks

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Figure 7.1 Leading viewed in relationship to the other
management functions

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TitleNature
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of Leadership

• Power
– Ability to get someone else to do something you
want done or make things happen the way you
want
– Power should be used to influence and control
others for the common good rather seeking to
exercise control for personal satisfaction

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of Leadership

• Two sources of managerial power:

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TitleNature
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of Leadership

• Position power
– Based on a manager’s official status in the
organization’s hierarchy of authority

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TitleNature
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of Leadership

• Personal power
– Based on the unique personal qualities that a
person brings to the leadership situation

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TitleNature
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of Leadership

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of Leadership

• Visionary leadership
– Vision
• A future that one hopes to create or achieve in order
to improve upon the present state of affairs
– Visionary leadership
• A leader who brings to the situation a clear , as well as
an understanding of the actions needed to get there
successfully

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TitleNature
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of Leadership

• Servant leadership
– Commitment to serving others
– Followers more important than leader
– Focuses on empowerment, not power

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TitleNature
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of Leadership

• Empowerment
– The process through which managers enable and
help others to gain power and achieve influence
– Effective leaders empower others by providing
them with:

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Leadership Hereand Behaviors
Traits

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Leadership Hereand Behaviors
Traits

• Leadership behavior
– Leadership behavior theories focus on how
leaders behave when working with followers
– Leadership styles are recurring patterns of
behaviors exhibited by leaders
– Basic dimensions of leadership behaviors:
• Concern for the task to be accomplished
• Concern for the people doing the work

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Leadership Hereand Behaviors
Traits

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Leadership Hereand Behaviors
Traits

• Classic leadership styles:

– Autocratic style
• Emphasizes task over people
– Human relations style
• Emphasizes people over task
– Laissez-faire style
• Shows little concern for task
– Democratic style
• Committed to task and people

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Contingency Here
Approaches to Leadership

Fiedler’s Contingency Model

– Good leadership depends on a match between
leadership and situational demands
– Determining leadership style:
• Task-motivated leaders
• Relationship-motivated leaders
– Leadership is part of one’s personality, and
therefore relatively enduring and difficult to
change
– Leadership style must be fit to the situation

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Contingency Here
Approaches to Leadership
Fiedler’s contingency model (cont.)
– Diagnosing situational control:
• Quality of leader-member relations (good or poor)
• Degree of task structure (high or low)
• Amount of position power (strong or weak)
– Task oriented leaders are most successful in:
• Very favorable (high control) situations
• Very unfavorable (low control) situations
– Relationship-oriented leaders are most successful in:
• Situations of moderate control

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Contingency Here
Approaches to Leadership

House’s path-goal leadership theory

– Effective leadership deals with the paths
through which followers can achieve goals
– Leadership styles for dealing with path-goal
relationships:
• Directive leadership
• Supportive leadership
• Achievement-oriented leadership
• Participative leadership

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Figure 7.2 Contingency relationships in House’s path-
goal leadership theory

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Contingency Here
Approaches to Leadership

House’s leadership styles:

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Contingency Here to Leadership
Approaches

When to use House’s leadership styles:

– Use directive leadership when job assignments
are ambiguous
– Use supportive leadership when worker self-
confidence is low
– Use participative leadership when performance
incentives are poor
– Use achievement-oriented leadership when task
challenge is insufficient

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Contingency Here to Leadership?
Approaches

Substitutes for leadership

– Factors in the work setting that direct the work
efforts without the involvement of the leader
• Follower characteristics
– Ability, experience, independence
• Task characteristics
– Routine, feedback
• Organization characteristics
– Clarity of plans, formalized rules and procedures

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Contingency Here
Approaches to Leadership

Leader-Member Exchange Theory (LMX)

– Not all people are treated the same by
leaders in leadership situations
• “In groups”
– High LMX
• “Out groups”
– Low LMX

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Contingency Here
Approaches to Leadership
Leader-Member Exchange Theory (LMX)
– Nature of the exchange is based on presumed
characteristics by the leader

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Figure 7.3 Elements of leader exchange theory

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Contingency Here to Leadership
Approaches

Vroom-Jago leader-participation theory

– Helps leaders choose the method of
decision making that best fits the nature of
the problem situation
– Basic decision-making choices:
• Authority decision
• Consultative decision
• Group decision

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Figure 7.4 Leadership implications of Vroom-Jago
leader-participation model

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Contingency Here to Leadership
Approaches

Decision-making options in the Vroom-Jago

leader-participation theory:

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Contingency Here to Leadership
Approaches

Contingency factors in the Vroom-Jago leader-

participation theory:

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Contingency Here
Approaches to Leadership

According to Vroom-Jago leader-participation

theory, a leader should use authority-oriented
decision methods when
– The leader has greater expertise to solve a
problem
– The leader is confident and capable of acting
alone
– Others are likely to accept and implement the
decision

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Contingency Here
Approaches to Leadership

According to Vroom-Jago leader-participation

theory, a leader should use group-oriented and
participative decision methods when …
– the leader lacks sufficient information to solve a
problem by himself/herself
– the problem is unclear and help is needed to clarify the
situation
– acceptance of the decision and commitment by others
is necessary for implementation
– adequate time is available for true participation

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Contingency Here to Leadership
Approaches

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Personal Text Here Development

• Superleaders
– Persons whose vision and strength of
personality have an extraordinary impact on
others
• Charismatic leaders
– Develop special leader-follower
relationships and inspire
others in extraordinary ways

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Slide TitleLeadership
Text Here Development?

Transformational leader
– Someone who is truly inspirational as a
leader and who arouses others to seek
extraordinary performance
accomplishments

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Personal Text Here Development

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Personal Text Here Development

• Emotional intelligence
– The ability of people to manage emotions in
social relationships
– Characteristics of the emotionally intelligent
leader:
• High self-awareness
• Motivated and persistent
• High social awareness
• Good self management
• Good relationship management

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Personal Text Here Development

Gender and leadership

– Gender similarities hypothesis
• Males and females have similar psychological
properties
• Men and women can be equally effective
leaders
• Men and women are sometimes perceived as

using different styles of leadership

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Takeaway TextLeadership
Personal Here Development

– Women tend to use interactive leadership

• A style that shares qualities with transformational
leadership
• Leaders with this style are democratic,
participative, and inclusive.
– Men tend to use transactional leadership
– Interactive leadership provides a good fit with
the demands of a diverse workforce and the
new workplace

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Personal Text Here Development

Moral leadership
– Ethical leadership that is always “good” and “right”
– All leaders are expected to maintain high ethical standards
– Long-term, sustainable success requires ethical behavior
– Integrity involves the leader’s honesty, credibility, and
consistency in putting values into action
– Moral overconfidence is an overly positive view of one’s
strength of character
– Authentic leadership activates positive psychological states
to achieve self awareness and positive self-regulation.

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Personal Text Here Development

Drucker’s “old-fashioned” leadership

– Leadership is more than charisma; it is
“good old-fashioned” hard work

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Personal Text Here Development

– Essentials of “old-fashioned” leadership:

• Defining and establishing a sense of mission
• Accepting leadership as a “responsibility”
rather than a rank
• Surround yourself with talented people
• Don’t blame others when things go wrong
• Keep your integrity, earn trust
• Don’t be clever, be consistent

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