11-1

Leadership in

OrganizationsCopyright © 2006 by South-Western, a division of Thomson Learning. All rights reserved.

Chapter 11

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Manager vs. Leader

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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

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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

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Leadership

The ability to influence people toward the attainment of organizational goals.

The ability to influence people toward the attainment of organizational goals.

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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.

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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.

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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)

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Example of Transactional Leader Gary Kelley, CEO Southwest Airlines

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Example of Transformational Leader Herb Kelleher, CEO Emeritus Southwest

Airlines

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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

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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.

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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.

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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)

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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

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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.

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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:

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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.

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Leadership

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