GM - Chapter 15

Chapter 15
Leadership
The Nature of Leadership
• Many styles of leadership can be effective

• People, influence, and goals
– Reciprocal, occurring among people
– A “people” activity, different than
administration and problem-solving
– Leadership is the ability to influence people
toward the attainment of goals
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 2

Contemporary Leadership
• Responding to the turbulence and uncertainty of the

environment, Leadership evolves as the needs of the
organization, technology, economy, labor, ethics, and
culture change.
• Humility – being unpretentious and modest rather than
arrogant and prideful
• Four approaches for today’s turbulent times:
– Level 5 Leadership
– Servant Leadership
– Authentic Leadership
– Interactive Leadership (gender differences)
3
Level-Five Leadership
Level-five leadership refers to the highest level in

a hierarchy of manager capabilities
 Lack of ego (humility)
 Often shy and unpretentious (self-effacing)
 Fierce resolve (WILL) to do what is best for
organization
 Credit other people

Level-Five Hierarchy
Servant Leadership
• Give away — power, ideas, information,

recognition, and credit for accomplishment.
• Bring the follower’s higher motives to the work

and connect them to the organizational mission
and goals.
• Nonprofit organizations
6
Authentic Leadership
• Know and understand themselves
• Espouse and act consistently with higher-order

ethical values
• Empower and inspire others with their

openness and authenticity
7
15.2 Components of Authentic Leadership
Interactive Leadership
Derived from studies of female leaders (gender

differences)
Consistent with Level 5 leadership
Consensual and collaborative
Influence derived from relationships

Gender Differences in Leadership Behaviors
10
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
 Good management  Meet current commitments
 Good leadership  Moves into the future.
11
15.4 Leader and Manager Qualities
12
Leadership Traits
• Traits: Distinguishing personal characteristics

• Early research: Trait ↔ Leadership (Strong),
Great Man Approach to leadership
• Recent research: Trait ↔ Leadership (Weak),
Combine trait research with other leadership
ideas
• Effective leaders possess varied traits and
combine these with their strengths
13
15.5 Personal Characteristics of Leaders
14
Behavioral Approaches
• Research beyond leadership traits

• Defined two leadership behaviors:
– Task-oriented behavior
– People-oriented behavior
• Foundation of important leadership studies

Ohio State Studies aka OSU Model
• Identified two major behaviors of leader:
• Consideration; people oriented
– Mindful of, sensitive to subordinates
– Respects ideas and feelings of subordinates
– Establishes mutual trust
– Friendly; Open communication, Develop teamwork;
Care for subordinates’ welfare
• Initiating structure; task behavior
– Task oriented
– Directs work activities toward goals 16
Michigan Studies, aka UM Model
• 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
17
Texas Model - The Leadership Grid
Contingency Approaches
How do situations influence leader effectiveness?
 Hersey & Blanchard Model - Situational

Model of Leadership
 Fiedler Model - Leadership Model
 Substitutes for leadership concept

Contingency Approaches: Situational Model
aka Hersey and Blanchard Model
• Describes the relationship between leadership styles

and specific organizational situations.
• Links the leader’s behavioral style with the task of

readiness of subordinates.
• Extension of behavioral theories
• Focus on characteristics of followers
• Seek appropriate leadership behavior
• In short, leadership is based on relationship with

followers and readiness level of followers 20
The Situational Model of Leadership
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
22
How Leader Style Fits the Situation
Substitutes for Leadership
 There are situations where leader style is

unimportant
 There are situations and variables that can substitute
or neutralize leadership characteristics
 A substitute = a situation variable that makes a
leadership style unnecessary; example - highly
professional subordinates.
 A neutralizer = a situational variable that prevents a
leader from displaying certain behaviors.
24
Substitutes and Neutralizers for Leadership
25
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
• RQ: Can a woman become a charismatic leader?
Transformational vs.
Transactional Leadership
Transactional Transformational
– Clarify tasks – Innovative
– Initiate structure – Recognize follower
– Provide awards needs
– Improve productivity – Inspire followers
– Hard working – Create a better future
– Tolerant & fair-minded – Promote significant
– Focus on management change

Followership
• Organization does not exist without followers

• A leader must understand followers
• 2 Dimensions
1. Independent & Critical Thinker
vs. Dependent, uncritical Thinker
2. Active Follower
vs. Passive Follower
28
15.10 Styles of Followership
Power and Influence
• Position Power
– Legitimate Power
– Reward Power
– Coercive Power
Both leaders
• Personal Power and followers
– Expert Power use power to
– Referent Power get things done
• Other Sources of Power
– Personal Effort
– Network of Relationships
– Information
30
7 Interpersonal Influence Tactics for Leaders
Review Questions
• Define leadership and explain its importance for organizations.
• Describe how leadership is changing in today’s organizations, including Level 5 leadership, servant
leadership, and authentic leadership.
• Discuss how women’s style of leading is typically different from men’s.
• Identify personal characteristics associated with effective leaders.
• Define task-oriented behavior and people-oriented behavior and explain how these categories are used to
evaluate and adapt leadership style.
• Describe Hersey and Blanchard’s situational theory and its application to subordinate participation.
• Discuss how leadership fits the organizational situation and how organizational characteristics can
substitute for leadership behaviors.
• Describe transformational leadership and when it should be used.
• Explain how followership is related to effective leadership.
• What are 5 components of authentic leadership?
• Describe a substitute as a situation variable.
• Describe a neutralizer as a situation variable.
• Identify the influence that charismatic leader makes.
• Identify sources of leader power.
• Identify the tactics leaders use to influence others.
• Describe 5 styles of followership.
• Among 5 styles of followership, which style is the most harmful to the organization? Explain why.
• Explain how a woman with a calm voice can become a charismatic leader.
32

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Chapter 15

• Many styles of leadership can be effective

Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 2

• Responding to the turbulence and uncertainty of the

Level-five leadership refers to the highest level in

Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 4

• Give away — power, ideas, information,

• Bring the follower’s higher motives to the work

• Know and understand themselves

• Espouse and act consistently with higher-order

• Empower and inspire others with their

Derived from studies of female leaders (gender

Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 9

 Good management is essential to organizations, but

• Traits: Distinguishing personal characteristics

• Research beyond leadership traits

• Foundation of important leadership studies

Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 15

• Compared the behavior of effective and

How do situations influence leader effectiveness?

 Hersey & Blanchard Model - Situational

 Fiedler Model - Leadership Model

 Substitutes for leadership concept

Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 19

• Describes the relationship between leadership styles

• Links the leader’s behavioral style with the task of

• Extension of behavioral theories

• Focus on characteristics of followers

• Seek appropriate leadership behavior

• In short, leadership is based on relationship with

• Leader’s style is task oriented or relationship

• Goal is to match the leader’s style with

 There are situations where leader style is

• Charismatic leaders are skilled in the art of

Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 27

• Organization does not exist without followers

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