CHAPTER 8

Different leaders behave in different ways style, need,

situation

There is probably no topic

more important to business
success today than leadership

leadership occurs among

people

involves the use of influence

is used to attain goals

Managers Challenge: Aramark Corp.

Different leaders behave in different ways style, need,

situation

Leadership definition

Differences in leadership and

management

Theories of leadership effectiveness

Transacsional and transformational

leadership

How leaders use power and influence to

get things done

New leadership approaches for todays

turbulent environment

The ability to influence people toward the

attainment of organizational goals.

Leadership is reciprocal, occurring among

people.

Leadership is a people activity, distinct

from administrative paper shuffling or
problem-solving activities.

Leadership is dynamic and involves the use

of power.

Management
Promotes
stability,
order and
problem
solving within
existing
organizationa
l structure
and systems

Leadership
Promotes
vision,
creativity, and
change

Takes care of where you

are

Takes you to a new

place

Leader Qualities

Manager Qualities

SOUL
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power

MIND
Rational
Consulting
Persistent
Problem solving
Tough-minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
Position power

Source: Genevieve Capowski, Anatomy of a Leader: Where Are the Leaders of Tomorrow? Management Review, March 1994, 1

Reward
Reward
Power
Power
Legitimate
Legitimate
Power
Power

Coercive
Coercive
Power
Power
Enable
Enable managers
managers to
to be
be
leaders
leaders &
& influence
influence
subordinates
subordinates to
to
achieve
achieve goals
goals

Expert
Expert
Power
Power

Referent
Referent
Power
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.
Expert Power: leaders 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

Trait Model: sought to identify personal characteristics

responsible for effective leadership.
Research shows that traits do appear to be connected to
effective leadership.

Many

traits are the result of skills and

knowledge.
Not all effective leaders possess all these
traits.

Behavioral Model: Identifies types of behavior.

Consideration: leaders show care toward workers.
Employee-centered.
Initiating

Structure: managers take steps to make sure

work is done.
Done

by assigning work, setting goals, etc.

Job-oriented.

10

Traits = personal characteristics

Traits - early efforts to understand

leadership success focused on leaders
personal characteristics

Great man approach - early research

focused on leaders who had achieved a
level of greatness

Find out what made them great

Find people with same traits

11

Physical
Characteristics
Energy
Physical stamina
Social Background
Education
Mobility

Social Characteristics
Personality
Self-confidence Sociability, interpersonal
skills
Honesty & integrity
Cooperativeness
Enthusiasm
Ability to enlist
Desire to lead
cooperation
Independence
Tact, diplomacy

Work-related Characteristics
Intelligence and
Achievement drive
Ability
Drive to excel
Judgment,
Conscientiousness in pursuit of goals
decisiveness
Persistence against obstacles, tenacity
Knowledge
Intelligence,
cognitive
ability
Source: Adapted from Bernard M. Bass, Stogdills Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R.
Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).

Rate manager from 1 (never does) to 5 (always does)

NOTE: for full survey, see Figure 13.2 in text
Consideration
Initiating
Consideration
Initiating Structure
Structure
Is
Tries
Is friendly,
friendly, approachable
approachable
Tries out
out ideas
ideas in
in the
the group
group
Do
fun
Do little
little things
things to
to make
make it
itLets
Lets
fun group
group members
members know
know
to
what
to be
be aa member
member of
of group
group
what is
is expected
expected
Give
Assigns
Give advance
advance notice
notice of
of changes
changes
Assigns workers
workers to
to tasks
tasks
Willing
Schedules
Willing to
to make
make changes
changes
Schedules work
work to
to be
be done
done
Treats
Treats group
group members
members
as
as equals
equals

Maintains
Maintains standards
standards
of
of performance
performance

13

Consideration: - people-oriented behavior

Is mindful of subordinates
Establishes mutual trust
Provides open communication
Develops teamwork
Initiating Structure: task-oriented behavior
Directs subordinate work activities toward goal
attainment
Typically gives instructions, spends time planning,
and emphasizes deadlines
Provides explicit schedules of work activities

14

At about the same time as Ohio State

Studies

University of Michigan compared the

behavior of effective and ineffective
supervisors
Employee-centered leaders
Job-centered leaders

15

Two-dimensional leadership theory that

measures the leaders concern for
people and for production

Builds on the work of Ohio State and

Michigan studies

Experiential Exercise: T-P Leadership Questionnaire

16

Concern for People

High

Low

1,9
Country Club Management
Thoughtful attention to the
needs of people for satisfying
relationships leads to a comfortable, friendly organization
atmosphere and work tempo.

9,9
Team Management
Work accomplishment is from
committed people; interdependence
through a common stake in
organization purpose leads to
relationships of trust and respect.

5,5
5,5
Middle-of-the-Road
Management
Adequate organization
performance is
possible through balancing
the necessity Authority-Compliance
to get out work with
Efficiency in operations
maintaining morale
of from arranging
results
people at a satisfactory
conditions of work in such a
level.
way that human elements
interfere to a minimum
degree.
9,1

Impoverished
Management
Exertion of minimum
effort
to get required work
done
is appropriate to sustain
organization
Concern for Production
High
membership.
Low
Source:1,1
The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions
(Houston: Gulf, 1991), 29.
Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

17

Relationship between leadership style and

situation

Fiedlers Contingency
Theory
Hersey and
Blanchard Situational
Theory
Evans and House
Path Goal Theory

Fiedlers Model: effective leadership is

contingent on both the characteristics
of the leader and the situation.

Leader style: the enduring,

characteristic approach to leadership a
manager uses.

Relationship-oriented: concerned with

developing good relations with workers.
Task-oriented: concerned that workers
perform so the job gets done.

Situation characteristic: how favorable a

given situation is for leading to occur.

Leader-member relations: determines how

much workers like and trust their leader.
Task structure: extent to which workers tasks
are clear-cut.

Clear issues make a situation favorable for leadership.

Position Power: amount of legitimate, reward,

& coercive power a leader has due to their
position.

When positional power is strong, leadership

opportunity becomes more favorable.

Figure 13.3
LeaderMember
GOOD
Relations

POOR

Task
HIGH
Structure
Position
Power

LO W
W

I
1
II
Kinds of
Leadership Very
SituationsFavorable

HIGH

LOW

III

IV

VI

VII

W
VIII

Very
Unfavorable

Relationship-oriented managers most effective in IV, V,

Task-oriented managers most effective in I, II, III or VIII

21

Links leaders behavioral style with subordinates task

readiness

Follower Characteristics
Low Readiness Level

Appropriate Leader
Style
Telling

Moderate Readiness
Level

Selling

High Readiness Level

Participating

Very High Readiness

Level

Delegating

22

Source: Based on Bernard M. Bass,

Leadership: Good, Better, Best,
Organizational Dynamics 13 (Winter 1985),
26-40.

23

Classification of (4) leader behaviors

Supportive leadership:

Leader behavior that shows concern for subordinates

Open, friendly, and approachable

Creates a team climate

Treats subordinates as equals

Directive leadership:

Tells subordinates exactly what they are supposed to do

Planning, making schedules, setting performance goals, and

behavior standards

24

Classification of (4) leader behaviors

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

25

Personal characteristics of
group members

The work environment

Degree of task structure

Nature of formal authority
system
Work group itself

26

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

Leadership substitute: acts in the place of a

leader and makes leadership unnecessary.
Possible substitutes can be found:

Characteristics of Subordinates: their skills,

experience, motivation.
Characteristics of context: the extent to
which work is interesting and fun.
Worker empowerment or Self-managed
work teams reduce leadership needs.

Managers need to be aware that they do

not always need to directly exert influence
over workers.

Empowerment: expand the tasks

and responsibilities of workers.

Supervisors might be empowered to make

some resource allocation decisions.

Self-managed teams: give a

group of employees responsibility
for supervising their own actions .

The team can monitor its members and

the quality of the work performed.

Started with von Pierer, CEO of Siemens,

and allows dramatic improvements in
management effectiveness.
Transformational managers:

Make subordinates aware of how important

their jobs are by providing feedback to the
worker.
Make subordinates aware of their own need
for personal growth and development.

Empowerment of workers, added training help.

Motivate workers to work for the good of the

organization, not just themselves.

Involves managers using the reward

and coercive power to encourage
high performance.

Managers who push subordinates to

change but do not seem to change
themselves are transactional.

The transactional manager does not

have the vision of the
Transformational leader.

31

Clarify the role and task requirements of

subordinates

Initiate structure

Provide appropriate rewards

Display consideration for subordinates

Meet the social needs of subordinates