Leaders and What Is

Leadership
Week 11 and 12
Leaders and Leadership
• Leader – Someone who can influence others and who has
managerial authority
• Leadership – What leaders do; the process of influencing a group to
achieve goals
• Ideally, all managers should be leaders
• Although groups may have informal leaders who emerge, those are
not the leaders we’re studying

Leadership research has tried to answer: What is an effective leader?

17–2
Early Leadership Theories
• Leader • How leader interacted with his
• Trait theories or her group members
• Behavioral theories
Early Leadership Theories
• Trait Theories (1920s-30s)
• Research focused on identifying personal characteristics that differentiated
leaders from nonleaders was unsuccessful.
• Later research on the leadership process identified seven traits associated
with successful leadership:
• Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant
knowledge, and extraversion.
• Ignored the interactions of leaders and situational factors

17–4
 Exhibit 17–1 Seven Traits Associated with Leadership

Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May
1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and
Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.
17–5
Exhibit 17–2 Behavioral Theories of Leadership

17–6
Exhibit 17–2 (cont’d) Behavioral Theories of Leadership

17–7
Early Leadership Theories (cont’d)
• Behavioral Theories
• University of Iowa Studies (Kurt Lewin)
• Identified three leadership styles:
• Autocratic style: centralized authority, low participation
• Democratic style: involvement, high participation, feedback
• Laissez faire style: hands-off management
• Research findings: mixed results
• No specific style was consistently better for producing better
performance
• Employees were more satisfied under a democratic leader than an
autocratic leader.

17–8
Early Leadership Theories (cont’d)
• Behavioral Theories (cont’d)
• Ohio State Studies
• Identified two dimensions of leader behavior
• Initiating structure: the role of the leader in defining his or her role
and the roles of group members
• Consideration: the leader’s mutual trust and respect for group
members’ ideas and feelings.
• Research findings: mixed results
• High-high leaders generally, but not always, achieved high group
task performance and satisfaction.
• Evidence indicated that situational factors appeared to strongly
influence leadership effectiveness.

17–9
Early Leadership Theories (cont’d)
• Behavioral Theories (cont’d)
• University of Michigan Studies
• Identified two dimensions of leader behavior
• Employee oriented: emphasizing personal relationships
• Production oriented: emphasizing task accomplishment
• Research findings:
• Leaders who are employee oriented are strongly associated with
high group productivity and high job satisfaction.

17–10
The Managerial Grid
• Managerial Grid
• Appraises leadership styles using two dimensions:
• Concern for people
• Concern for production
• Places managerial styles in five categories:
• Impoverished management
• Task management
• Middle-of-the-road management
• Country club management
• Team management

17–11
 Exhibit 17–3
The
Managerial
Grid

Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and
Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.

17–12
Contingency Theories of Leadership
• The Fiedler Model (cont’d)
• Proposes that effective group performance depends upon the proper match
between the leader’s style of interacting with followers and the degree to
which the situation allows the leader to control and influence.
• Assumptions:
• A certain leadership style should be most effective in different types of situations.
• Leaders do not readily change leadership styles.
• Matching the leader to the situation or changing the situation to make it favorable to the
leader is required.

17–14
Contingency Theories… (cont’d)
• The Fiedler Model (cont’d)
• Least-preferred co-worker (LPC) questionnaire
• Determines leadership style by measuring responses to 18 pairs of contrasting
adjectives.
• High score: a relationship-oriented leadership style
• Low score: a task-oriented leadership style
• Situational factors in matching leader to the situation:
• Leader-member relations
• Task structure
• Position power

17–15
Findings of the Fiedler Model

17–16
Contemporary Views on Leadership
• Transactional Leadership
• Leaders who guide or motivate their followers in the direction of established
goals by clarifying role and task requirements.
• Transformational Leadership
• Leaders who inspire followers to transcend their own self-interests for the
good of the organization by clarifying role and task requirements.
• Leaders who also are capable of having a profound and extraordinary effect
on their followers.

© 2007 Prentice Hall, Inc. All rights reserved. 17–17

Contemporary Views…(cont’d)
• Charismatic Leadership
• An enthusiastic, self-confident leader whose personality and actions influence
people to behave in certain ways.
• Characteristics of charismatic leaders:
• Have a vision.
• Are able to articulate the vision.
• Are willing to take risks to achieve the vision.
• Are sensitive to the environment and follower needs.
• Exhibit behaviors that are out of the ordinary.

© 2007 Prentice Hall, Inc. All rights reserved. 17–18

Contemporary Views…(cont’d)
• Visionary Leadership
• A leader who creates and articulates a realistic, credible, and attractive vision
of the future that improves upon the present situation.
• Visionary leaders have the ability to:
• Explain the vision to others.
• Express the vision not just verbally but through behavior.
• Extend or apply the vision to different leadership contexts.

© 2007 Prentice Hall, Inc. All rights reserved. 17–19

Contemporary Views…(cont’d)
• Team Leadership Characteristics
• Having patience to share information
• Being able to trust others and to give up authority
• Understanding when to intervene
• Team Leader’s Job
• Managing the team’s external boundary
• Facilitating the team process
• Coaching, facilitating, handling disciplinary problems, reviewing team and individual
performance, training, and communication

© 2007 Prentice Hall, Inc. All rights reserved. 17–20

Leadership Issues in the 21st Century
• Expert power
• Managing Power • The influence a leader
• Legitimate power can exert as a result of
his or her expertise,
• The power a leader has as a result of his or her position.
skills, or knowledge.
• Coercive power • Referent power
• The power a leader has to punish or control. • The power of a leader
• Reward power that arise because of a
• The power to give positive benefits or rewards. person’s desirable
resources or admired
personal traits.

© 2007 Prentice Hall, Inc. All rights reserved. 17–21