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11-1
Leadership in
OrganizationsCopyright © 2006 by South-Western, a division of Thomson Learning. All rights reserved.
Chapter 11
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-2
Manager vs. Leader
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-3
Manager vs. Leader Manager
What Needs to be Done Planning and Budgeting
Arranging People to Accomplish Goals Organizing and Staffing
Ensuring People do Their Jobs Controlling and Problem Solving
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-4
Manager vs. Leader Leader
What Needs to be Done Setting a Direction
Arranging People to Accomplish Goals Aligning People
Ensuring People do Their Jobs Motivating and Inspiring
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-5
Leadership
The ability to influence people toward the attainment of organizational goals.
The ability to influence people toward the attainment of organizational goals.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-6
Ex. 11.1 Leader and Manager Qualities
SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-7
Charismatic Leadership
Transactional Leaders (Non-Charismatic): Clarify the role and task requirements of
subordinates. Initiate structure. Provide appropriate rewards. Try to be considerate. Meet the social needs of subordinates.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-8
Charismatic Leadership
Transformational Leaders (Charismatic): The ability to inspire. (Charisma) Motivate people to do more than they would
normally do. (Creating Belief in the Company) Individual Consideration. (Concern for
Employees) Intellectual Stimulation. (Engages Workers to
Solve Problems)
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-9
Example of Transactional Leader Gary Kelley, CEO Southwest Airlines
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Example of Transformational Leader Herb Kelleher, CEO Emeritus Southwest
Airlines
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-11
Ex. 11.2 Personal Characteristics of Leaders
Physical characteristicsEnergyPhysical stamina
Social backgroundEducationMobility
Intelligence and abilityJudgment, cognitive abilityKnowledgeJudgment, decisiveness
PersonalitySelf-confidenceHonesty and integrityEnthusiasmDesire to leadIndependence
Work-related characteristicsAchievement drive, desire to excelConscientiousness in pursuit of goalsPersistence against obstacles, tenacity
Social characteristicsSociability, interpersonal skillsCooperativenessAbility to enlist cooperationTact, diplomatic
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-12
Forms of Position Power
Legitimate Power: power coming from a formal management position.
Reward Power: stems from the authority to bestow rewards on other people.
Coercive Power: the authority to punish or recommend punishment.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-13
Forms of Personal Power
Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.
Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-14
Ex. 11.3 The Leadership Grid® Figure
High
High
Low
Low
Concern for Production
Con
cern
for
Peo
ple
1,9Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.
Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1
9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.
5,5Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.
Authority-ComplianceEfficiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree. 9,1
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Hersey and Blanchard’s Situational Leadership Theory
A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates.
Levels of readiness: Low (Telling) Moderate (Selling) High (Participating) Very high (Delegating)
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-16
Path-Goal TheoryContingency approach, the leader’s responsibility is to increase subordinates’ motivation to attain personal and organizational goals through: Clarifying the paths to rewards. Increasing the rewards that the subordinate values
and desires.
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Ex. 11.6 Leader Roles in the Path-Goal Model
SOURCE: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985),26-40
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-18
Path-Goal Classification ofLeader Behaviors
Supportive leadership: Leader behavior that shows concern for subordinates. Open, friendly, and approachable. Creates a team climate. Treats subordinates as equals.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-19
Path-Goal Classification ofLeader Behaviors (contd.)
Directive leadership: Tells subordinates exactly what they are supposed to do. Planning, making schedules, setting performance goals, and behavior
standards.
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Path-Goal Classification ofLeader Behaviors (contd.)
Participative leadership: Consults with his or her subordinates about decisions.
Achievement-oriented leadership: Sets clear and challenging goals for subordinates. Behavior stresses high-quality performance.
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Situational Contingencies
The personal characteristics of group members. The work environment.
Two important situational contingencies in the path-goal theory:
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-22
Ex. 11.7 Path-Goal Situations andPreferred Leader Behaviors
SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981), 146-152.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 11-23
Leadership
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