LEADERSHIP

CHAPTER 12
“Influencing others to achieve goals”
Vision
◦a mental image of a possible and desirable
future state of the organization
◦the best visions are both:
◦ ideal - communicates a standard of excellence
and clear choice of positive values
◦ unique - communicates and inspires pride in
being different from other organizations
Vision (Importance)
◦a vision is necessary for effective
leadership
◦a person or team can develop a vision for
any job
◦many people, including managers who
do not develop into strong leaders, do not
develop a clear vision
Vision (Drawbacks)
◦may reflect merely the leader’s
personal needs
◦may ignore stakeholders’ needs
◦the vision must change when
circumstances change
Leadership Management
Orchestrating Deals with ongoing
organizational change organizational activities

Creating a vision for the Planning and budgeting

firm and inspiring routines, structuring the
people to attain it organization
Supervisory Leadership
•provides guidance, support, and
corrective feedback for day-to-day
activities of work unit members

Strategic Leadership
•gives purpose and meaning to
organizations
 “Organizations
succeed or fail
because of how well
followers follow.”
Effective Followers 1. are capable of
independent thinking

2. are actively committed

to organizational goals

CRITICAL 3. are enthusiastic about

COMMITTED ENTHUSIASTIC
THINKER ideas and purposes
beyond their own self
interest

4. master skills that are

SKILLFUL EXCELLENT useful to the organization

5. hold performance
standards that are higher
than required
POWER (ability to influence)
◦ legitimate power - leader has organizational authority
◦ reward power - leader has control over valued
rewards
◦ coercive power - leader has control over punishments
◦ referent power - leader has personal characteristics
that appeal to others and make them desirous of the
leader’s approval
◦ expert power - leader has knowledge that others feel
will be of benefit to them
 Traditional
Approach to
Leadership
Leader Traits
1. Trait Approach - focused on individual leaders to determine
the personal characteristics that great leaders share

Characteristics that distinguish effective leaders

◦ drive - characteristics that reflect a high level of effort
◦ leadership motivation - they want to lead
◦ integrity - actions correspond to words
◦ self-confidence - expectation that one is able to overcome obstacles
and make good decisions in the face of uncertainty
◦ knowledge of the business - ability to interpret information
◦ ability to perceive the needs of others and to adjust one’s behavior
accordingly
Leader Behaviors
2. Behavioral Approach - sought to identify what behaviors
good leaders exhibit

◦ task performance - leader’s efforts to ensure that the work

unit reaches its goals (focus on work speed, quality and quantity
of output, and rules)
◦ group maintenance - actions taken to ensure satisfaction
(develop and maintain harmonious work relationships)

oleader-member exchange theory (LMX)- focuses on the

leader’s behavior toward individuals
◦ focus is primarily on group maintenance behaviors
◦ potential for cross-cultural differences
 DEMOCRATIC AUTOCRATIC
- solicits input - makes decisions
from others and then
- positive attitudes announces them
to the group
-higher
performance

Laissez-faire - leadership philosophy characterized by

an absence of managerial decision making.
3. Situational Approach - requires the leader to first analyze the situation
and then decide what to do
Tannenbaum and Schmidt - three factors must be considered
before deciding how to lead
◦ forces in the manager
◦ forces in the subordinate
◦ forces in the situation

Vroom model - focuses on how leaders go about making

decisions (seven situational factors used to analyze problems)
◦ each based on a problem attribute
◦ scored as either high or low
DECISION The significance of the decision to the success
SIGNIFICANCE of the project or organization

IMPORTANCE OF The importance of team members’ commitment

COMMITMENT to the decision

LEADER’S EXPERTISE Your knowledge or expertise in relation to this

problem

LIKELIHOOD OF The likelihood that the team would commit itself

COMMITMENT to a decision that you might make on your own

The degree to which the team supports the

GROUP SUPPORT FOR organization’s objectives at stake in this problem
OBJECTIVES
Team members’ knowledge or expertise in
relation to this problem
GROUP EXPERTISE
The ability of team members to work together
TEAM COMPETENCE in solving problems
Path-goal Theory - concerns how leaders influence subordinates’
perceptions of their work goals and the paths they follow toward
attainment of those goals

Four Pertinent Leadership Behaviors

◦ directive leadership - task performance-oriented
◦ supportive leadership - group maintenance-oriented
◦ participative leadership - decision style
◦ achievement-oriented leadership - behavior geared
toward motivating people
Personal Characteristics of the Followers

◦ authoritarianism – (LEVEL) degree to which individuals see

the environment as responsive to their own behavior
◦ locus of control – (RANGE) extent to which individuals see
the environment as responsive to their own behavior
- internal - believe that what happens to them is their own
doing
- external - believe that luck or fate controls their lives
◦ ability - beliefs about their own abilities to do their
assigned jobs
 Contemporary
Perspectives On
Leadership
Charismatic leadership
◦ dominant and exceptionally self-confident, with a strong
conviction in the moral righteousness of their beliefs
◦ communicate high expectations for and confidence in
followers
◦ articulates ideological goals
◦ Referent power
◦ inspire their followers’ trust, confidence, acceptance,
obedience, emotional involvement, affection, admiration,
and higher performance
Transactional leadership
◦ traditional management through business
transactions
◦ leaders who manage through using their
legitimate, reward, and coercive powers to give
commands and exchange rewards for services
rendered
◦ dispassionate leadership that does not inspire
people to focus on the interests of the organization
Transformational leadership
◦ moves beyond transactional leadership
◦ transforms a vision into reality and motivates people to transcend their
personal interests for the good of the group
◦ generating excitement - three ways
◦ they are charismatic
◦ provide individualized attention - do not treat everyone alike
◦ assign challenging work to deserving people
◦ provide one-on-one mentoring to develop their people
◦ they are intellectually stimulating - arouse an awareness of problems and
potential solutions
◦ articulate the organization’s opportunities, threats, strengths, and weaknesses
◦ stir the imagination and generate insights
 TOXIC LEADERS
◦ Assumes he/she owns the people. Very
controlling/manipulative.
◦ Assumes he/she owns the resources of the company.
◦ Bossy/Authoritative/Self Centered.
◦ Not open for criticism/Close Minded.
◦ Takes all the credit or does not give proper credit to the one
who deserves it.
◦ Easily gets mad on small things. Does not know how to
understand.
 How to become a good leader?
◦ Costs something (Trainings, Lots of Practice, Time, Effort)
◦ Inspiration from other great leaders
◦ Open for corrections, learning from mistakes
◦ Seeking challenging experiences
◦ Know your priorities
◦ Manage your emotions
◦ Be selfless
◦ Before you become a good leader, be a good follower
Take reasonable risks.
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