Chapter 13
Managers as Leaders
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Learning Objectives
Define leadership in a global context Explain how managers gain or lose authority
in teams and organizations Distinguish among four basic types of leaders Demonstrate the progression of leadership
thought and practice over time Appraise new and emerging leadership
perspectives
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Managers as Leaders (p. 326)
Leadership• Process of influence aimed at directing behavior toward the
accomplishment of objectives• Leaders – people who use critical thinking to successfully
influence others to get positive organizational results through motivation and communication
Leadership in a global economy• Modality of communication has had a significant impact on
leadership styles and behavior• Globalized companies affected by external forces that can
significantly change management challenges
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How Leaders Gain Authority (p. 329)
Power• Ability to influence• Leaders may be given power or earn it• Positional power – influence that is granted
because of a manager’s type and ability to affect someone positively or negatively through resource allocation or disciplinary measures
• Personal power – influence that is obtained by being perceived as likeable and well informed
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How Leaders Gain Authority (cont.)
Positional power (p. 329)• Legitimate power – influence that a manager has
because of his or her title inside an organization or status in a community
• Reward power – influential ability to affect a team member positively through resources, preferred schedules, and additional status
• Coercive power – influential ability to influence people through the threat of or actual negative consequences for undesired actions
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How Leaders Gain Authority (cont.)
Personal power (p. 329)• Referent power – influence that is based on a
manager’s appealing traits or resources, such as charisma or the ability to offer an employee a promotion
• Expert power – influence that is derived from perceived knowledge, skill, or competence E.g., a manager that is skilled in computer programming
has expert power with a software development team
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Types of Leaders (p. 330)
Directive leadership• Involves providing specific, task-focused
directions, giving commands, assigning goals, close supervision, and constant follow-up
• Influence based on position or legitimate power Transactional leadership• Creates reward contingencies and exchange
relationships that result in calculative compliance on the part of followers
• Provides rewards or punishments for performance
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Types of Leaders (cont.)
Transformational leadership (p. 330)• Creating and communicating a higher-level vision in a
charismatic way that elicits an emotional response and commitment from the followers
Empowering leadership• Emphasizes employee self-influence processes rather than
hierarchical control processes• Actively encourages followers to take ownership of their
own behaviors and work processes• “Leading others to lead themselves”
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The Evolution of Leadership (p. 332)
Trait perspective• System of ideas that focuses on identifying
effective leaders through personal characteristics that are difficult to obtain or cannot be learned
• Great Man Leaders – persons born into positions of power and authority and seen by some as having divine right to power (p. 333) Males were the predominant leaders throughout history Women are assuming more formal leadership roles
throughout society
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The Evolution of Leadership (cont.)
Traits of women leaders
Figure 13.1
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The Evolution of Leadership (cont.)
Major leadership traits
Figure 13.2
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The Evolution of Leadership (cont.)
Trait perspective (cont.)• Emotional intelligence (EI) – four major
emotional factors drive leadership performance (p. 333) Self-awareness Self-management Social awareness Relationship management
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The Evolution of Leadership (cont.)
Behavioral perspective (p. 334)• Connects what managers do to their ability to
influence others• Task behaviors – help team members achieve goals• Relationship behaviors – enable team members to
be satisfied with one another and their situation• Ohio State studies
Leader Behavior Description Questionnaire Consideration – nurture employees Initiating structure – focused on achieving tasks
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The Evolution of Leadership (cont.)
Behavioral perspective (cont.)• Michigan studies (p. 334)
Employee oriented – focus on building interpersonal relationships
More effective leader behavior Production oriented – focus on task completion
• Managerial Grid (p. 335) – demonstrates how managers balance their concerns for results and people Plots a leader’s intensity for results and people on 9-point
scales Defines five major leadership styles
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The Evolution of Leadership (cont.)
Managerial
Grid
Figure 13.3
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The Evolution of Leadership (cont.)
Contingency perspective (p. 336)• Rejects the notion that there is one best way to lead• Fiedler’s contingency theory – matches the most
suitable leadership style with a particular business situation Least preferred coworker scale – defines leadership style
High scorers are relationship motivated Low scorers are task motivated
Leadership situation defined by: Leader-member relations Task structure Position power
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The Evolution of Leadership (cont.)
Fiedler’s contingency model
Figure 13.4
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The Evolution of Leadership (cont.)
Figure 13.5
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The Evolution of Leadership (cont.)
Contingency perspective (cont.)• Situational leadership model (p. 338)
Directive behavior – enables the team to achieve goals through clear directions, planning tasks, organizing and prioritizing team member actions, and defining a foreseeable path to success
Supportive behavior – encourages positive interpersonal relationships and ensures that team members are comfortable with current circumstances
Employees’ competence and commitment to achieving a goal determine the appropriate emphasis on directive and supportive behaviors
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The Evolution of Leadership (cont.)
Situational
leadership
model
Figure 13.6
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The Evolution of Leadership (cont.)
Contingency perspective (cont.)• Path-goal theory – focuses on leadership behaviors that
motivate a team through clarification, support, and removal of barriers in pursuit of a goal (p. 338) Four categories of leader behavior
Directive Participative Supportive Achievement oriented
Team member characteristics determine how leader is perceived by the team
Need for affiliation Desire for control Preference for structure Self-perceived level of ability
Task characteristics also influence the team’s motivation Task design Group norms System authority
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The Evolution of Leadership (cont.)
Path-goal theory model
Figure 13.7
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The Evolution of Leadership (cont.)
Path-goal theory motivation factors
Figure 13.8
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The Evolution of Leadership (cont.)
Path-goal theory model
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The Evolution of Leadership (cont.)
Contemporary perspectives on leadership (p. 341)• Transformational leaders – uplift and inspire their
followers to higher levels of motivation and commitment achieved by: Idealized influence (charisma) and inspiration Intellectual stimulation Individualized consideration
• Charismatic leadership – ability to motivate employees to exceed expected performance through a leaders inspiring behavior
• Pseudotransformational leaders – although effective, their primary aim and goals are to seek personal power and wealth or cause harm to others
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The Evolution of Leadership (cont.)
Contemporary perspectives on leadership (cont.)• Empowering leadership – encourages followers to
take greater responsibility for their behavior (p. 341) Particularly appropriate in today’s dynamic and
decentralized organizations
Empowermentmethods
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The Evolution of Leadership (cont.)
Contemporary perspectives on leadership (cont.)• Self-leadership – process through which people
influence themselves to achieve the self-direction and self-motivation necessary to perform (p. 342) Behavior-focused strategies Natural reward strategies Constructive thought strategies
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Beyond Traditional Leadership (p. 342)
Servant leader• Focuses on the needs, objectives, and aspirations of team
members to help them achieve organizational goals• Ideally suited to the service industry
Shared leadership (p. 343)• Collaborative process in which team members share key
leadership roles• Generally involves employees engaging in effective self-
leadership and responsible followership Authentic leadership• Encourages positive psychological capacities, an ethical
climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development
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