Chapter 10

Leadership I: Basic Concepts and Processes

PowerPoint slides by R. Dennis Middlemist Colorado State University

Learning Objectives
After studying this chapter, you should be able to:

Describe the fundamental nature of leadership as part of the managerial role. Identify the different types and sources of power available to a leader. Analyze the issues involved in the use of power.

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Learning Objectives
After studying this chapter, you should be able to:

Explain the current view of the importance of leadership traits and skills. Discuss the utility of the two major categories of leader behavior. Analyze the importance and nature of the leader-follower relationship.

2005 Prentice Hall

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Learning Objectives
After studying this chapter, you should be able to:

Describe how different situations affect the leadership process

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Strategic Leadership
Strategic leadership Thinking and acting strategically while working with others to create a viable future for the organization Anticipate events (analyze the external environment) Envision the organizations future (analyze the internal resources and develop a vision for the organization or some unit within it) Remain flexible in order to adapt to conditions as they change
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What is Leadership?
Organizational leadership
Social influence process Attempts to influence other

people in attaining some goal

Positions labeled as

management or supervision have more opportunities to exercise influence

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Leadership and Power

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What is Leadership?
Effective leadership
Influence that assists a group or

an organization in meeting its goals and objectives and performing successfully Enabling behavior
Helps

other people accomplish more than if there had been no such leadership

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Leadership and Power

Power The capacity or ability to influence Greater power leads to greater capacity to influence Can be used to overcome resistance Abuse of power can lead to undesirable or negative consequences Skillful use of power may produce positive outcomes
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Types and Sources of Power

Position power Based on a manager's rank in an organizational structure Given to the manager by superiors

Personal power Based on a person's individual characteristics Stay with the individual regardless of his or her position in the organizational structure

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Types of Power
Position Powers
LegitimateHow much authority does the organization give to your position? RewardAre you able to give others the rewards they want? CoerciveAre you able to punish others or withhold rewards?

Personal Powers
ExpertDo you have knowledge that others need? ReferentDo others respect you and want to be like you?

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Adapted from Exhibit 10.1: Types of Power

Four Key Issues in Using Power

How much power should be used?

Should power be shared?

Which types of power should be used?

How can power be put to use?

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Adapted from Exhibit 10.2: Four Key Issues in Using Power

Types of Influence Tactics

Rational Persuasion: The agent uses logical arguments and factual evidence to show a proposal or request is feasible and relevant for attaining important task objectives. Apprising: The agent explains how carrying out a request or supporting a proposal will benefit the target personally or help advance the target persons career. Inspirational Appeals: The agent makes an appeal to values and ideals or seeks to arouse the target persons emotions to gain commitment for a request or proposal.

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Adapted from Exhibit 10.3: Types of Influence Tactics

Types of Influence Tactics

Consultation: The agent encourages the target to suggest improvements in a proposal or to help plan an activity or change for which the target persons support and assistance are desired. Exchange: The agent offers an incentive, suggests an exchange of favors, or indicates willingness to reciprocate at a later time if the target will do what the agent requests. Collaboration: The agent offers to provide relevant resources and assistance if the target will carry out a request or approve a proposed change.

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Adapted from Exhibit 10.3: Types of Influence Tactics

Types of Influence Tactics

Personal Appeals: The agent asks the target to carry out a request or support a proposal out of friendship, or asks for a personal favor before saying what it is. Ingratiation: The agent uses praise and flattery before or during an influence attempt or expresses confidence in the targets ability to carry out a difficult request. Legitimating Tactics: The agent seeks to establish the legitimacy of a request or to verify authority to make it by referring to rules, formal policies, or official documents.

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Adapted from Exhibit 10.3: Types of Influence Tactics

Types of Influence Tactics

Pressure: The agent uses demands, threats, frequent checking, or persistent reminders to influence the target person. Coalition Tactics: The agent seeks the aid of others to persuade the target to do something or uses the support of others as a reason for the target to agree.
Source: G. Yukl, Leadership in Organizations (Upper Saddle River, NJ: Prentice Hall, 2002), p. 160.

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Adapted from Exhibit 10.3: Types of Influence Tactics

Should Power be Shared?

Empowerment in organizations
Those higher in the formal structure provide

more powerespecially decision making to those lower in the structure

Delegating

formal authority to make specific

decisions Training to develop expertise and self confidence Providing resources and access to information Avoiding sudden withdrawal of shared power
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Locus of Leadership
Three Leadership Variables
The leader The situation The followers
Leader

Locus of Leadership
Where the three variables intersect
Followers

Locus Of Leadership

Situation

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Adapted from Exhibit 10.4: Locus of Leadership: Intersection of the Basic Components of the Leadership Process

Three Leadership Variables

1. The Leader

Leaders traits
Drive Motivation to lead Honesty/Integrity Self-confidence Emotional maturity

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Leaders Traits
Drive Achievement, ambition, energy, tenacity, initiative Motivation to Lead Desire to influence others, comfortable using power Emotional maturity Even tempered, calm under stress, unself-centered, nondefensive Honesty and Integrity Trustworthy, open, forthright

Leader

Self-confidence Set high goals for self and others, optimistic about overcoming obstacles (if taken to extreme, can lead to arrogance and sense of infallibility)
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Adapted from Exhibit 10.5: Leaders Traits

Three Leadership Variables

1. The Leader

Leaders skills and competencies

Technical Interpersonal Conceptual Emotional intelligence Social intelligence

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Leaders behaviors
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Components of Emotional and Social Intelligence

Emotional Social

Intelligence
Self-Awareness Self-Regulation Empathy Social Skill

Intelligence
Social

Perceptiveness Behavioral Flexibility Savvy

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Adapted from Exhibit 10.6: Components of Emotional and Social Intelligence

Leaders Behaviors
Task Behaviors (Initiating Structure)
Specifies roles and tasks Schedules work Sets performance standards Develops procedures

People Behaviors (Consideration)

Is friendly Is supportive Shows trust and confidence in subordinates Shows concern for subordinates welfare Gives recognition to subordinates for their accomplishments

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Adapted from Exhibit 10.7: Leaders Behaviors

Three Leadership Variables

2. The Followers

Followers characteristics

Personality traits Past experiences Beliefs and attitudes Skills and abilities

Followers behavior Leader-follower relationship

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Leader-Member Relationships
Relationship characteristics
Relationshipbuilding phase
Quality of leadermember exchange Amounts of reciprocal influence Focus of interest

Stranger
Role-finding

Relationship stage acquaintance

Role-making

Maturity
Role implementation
High Almost unlimited Team

Low

Medium Limited

None
Self

Time

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Adapted from Exhibit 10.8: Development of leader-Member Relationships over Time

Three Leadership Variables

3. The Situation

Tasks to be performed

Task structure Level of worker discretion Fundamental culture of the organization Organizational structure Human resource policies Pattern of organizational controls
video tomorrow`s leaders

Organizational context

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THE LEADER OF THE FUTURE

Thinking globally

Cross cultural diversity Technologycal savvy

Generating alliances and partnership

Sharing leadership Working with knowledge workers (teams)

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