WHY DO SOME EMPLOYEES

PAY MORE ATTENTION TO

SOME MANAGERS THAN TO
OTHERS?

WHY WILL THEY WILLINGLY FOLLOW

ONE BOSS INTO BATTLE, WHILE THEY
REFUSE TO EVEN LISTEN TO THE OTHER?
 CHESTER BARNARD’S
ZONE OF INDIFFERENCE

Questioning Zone

? Zone ?
Not Obey Not Obey
of
Indifference
? ?

?
 LEADERSHIP:

The ability to influence people toward the

attainment of organizational goals
(Daft, p. 514)
The effective use of power to achieve
organizational objectives
(Hunger)
 POWER:
The ability to influence or affect the
environment

INFLUENCE:
The use of power to cause a change in another
person or thing in the environment
 CHARACTERISTICS OF
CHARISMATIC LEADER
1. Models a role
2. Articulates a transcendent goal
3. Communicates high performance standards
and
Shows confidence in followers’ ability

( A charismatic leader motivates followers to

transcend their expected performance-Daft, p. 532)
 BASES OF POWER
QUESTIONNAIRE

Reward Coercive Legitimate Referent Expert

Best
Boss

Worst
Boss
 A MANAGER HAS:
POSITION - BASED POWER

• Legitimate
• Reward
• Coercive

(Daft, p. 516)
 A LEADER HAS:
PERSON - BASED POWER

• Referent
• Expert

(Daft, p. 516)
(Plus informal reward and coercive
according to Hunger)
• Use of expert and reference power lead
to commitment

• Use of legitimate and reward power

lead to compliance

• Use of coercive power leads to

resistance
(Daft, pp. 516-517)
 Categories of Leadership
Theories
• Trait Theory
• Behavioral Approaches
• Contingency Approaches
• Change Leadership
 TRAIT THEORY

No personality traits distinguish

leaders from non-leaders
Only a weak relationship between
traits & leader success
(Daft, p. 518)
BEHAVIORAL APPROACHES

• Styles
• Dimensions
• Leadership Grid
LEADERSHIP STYLES
(Lewin, Lippitt, &White)
(Daft, p. 518)

• Autocratic
• Democratic
• Laissez-Faire

(Iowa Studies, 1930s)

 BEST STYLE?
• Quantity of Work
Autocratic Democratic Laissez Faire

Most Least

• Quality of Work
Democratic Autocratic Laissez Faire

Best Worst

• Satisfaction with Work

Democratic Laissez Faire Autocratic

Most Least
 TANNENBAUM/SCHMIDT
CONTINUUM OF LEADERSHIP
BEHAVIOR (Daft, p. 520)
Autocratic………....Democratic..….Laissez Faire

Area of Freedom
for Subordinates
Use of Authority
by the Manager
Boss- Subordinate-
Centered Centered
Leadership Leadership
 TANNENBAUM/SCHMIDT
LEADERSHIP CONTINUUM
Optimal Leadership Style Depends Upon:
1.Forces in the Leader
2.Forces in the Subordinate Group
3.Forces in the Situation
 DIMENSIONS OF
LEADERSHIP (Daft, p. 521)
Ohio State & Michigan Studies
• Task Orientation
– Initiating structure
– Job-centered

• Employee Orientation
– Consideration
– Employee-centered
 Consideration & Initiating Structure
(Daft, p. 521)
Consideration:
– Is mindful of subordinates
– Establishes mutual trust
– Provides open communication
– Develops teamwork
Initiating Structure:
– Is task oriented
– Directs subordinate work activities toward goal attainment
– Typically give instructions, spend time planning, and
emphasize deadlines
– Provide explicit schedules of work activities
The Leadership Grid Figure (Daft, p. 522)
High 1,9 9,9
Country Club Management Team Management
Thoughtful attention to the Work accomplishment is from
needs of people for satisfying committed people; interdependence
relationships leads to a com- through a “common stake” in
fortable, friendly organization organization purpose leads to
atmosphere and work tempo. relationships of trust and respect.
Concern for People

5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level.
Impoverished Authority-Compliance
Management Efficiency in operations results
Exertion of minimum effort from arranging conditions of
to get required work done work in such a way that human
is appropriate to sustain elements interfere to a
Low organization membership. minimum
1,1 degree. 9,1
Low Concern for Production High
Source: 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.
 CONTINGENCY
APPROACHES
• Hersey and Blanchard’s Situational
(Life Cycle) Theory
• Path-Goal Theory
• Substitutes for Leadership
 HERSEY
AND
BLANCHARD’S
SITUATIONAL
THEORY OF LEADERSHIP
Also called “Life Cycle” Theory
 Hersey and Blanchard’s
Situational Theory (Daft, p. 526)
A contingency approach to leadership that links
the leader’s behavioral style with the task
readiness (maturity) of subordinates.
 c t.
em
s te l fA
c ia l E Se
al So
c
ogi et y
l f
sio Sa
Imp Ph
y
of
Needs

Immature Mature
Psychological Development
 c t.
em
s te l fA
c ia l E Se
al So
c
ogi et y
l f
sio Sa
Imp Ph
y
of
Needs

Immature Mature
Psychological Development

Tell Sell Participate Delegate

SITUATIONAL LEADERSHIP THEORY
3 2

(High)
ti ng Se
ip a llin
r t ic g

RELATIONSHIP BEHAVIOR
Pa
(Supportive Behavior) High Rel. High Task
Low Task High Rel.

Low Rel. High Task

Low Task Low Rel.
g
atin

Tell
leg

ing
De

4 1
(Low) TASK BEHAVIOR (High)
(Guidance)

FOLLOWER READINESS
High Moderate Low

R4 R3 R2 R1
 PATH-GOAL THEORY OF
LEADERSHIP (Daft, p. 527)
Based on Expectancy Theory of Motivation

A leader should emphasize either path clarification

or adjust rewards depending on the factors affecting
a person’s motivation

Theory assumes people can change their leadership

styles to fit the situation
 Situational Contingencies
Three Important Situational Contingencies
in Path-Goal Theory (Daft, p. 531)

 The personal characteristics of group

members
 The work environment
 SUBSTITUTES FOR
LEADERSHIP (Daft, p. 531)

Do we always need “leaders” to

make things happen?

Substitutes vs. Neutralizers

 SUBSTITUTES FOR
LEADERSHIP (Daft, p. 531)

• Substitutes for leadership make the

leadership style unnecessary

• Neutralizers counteract the leadership style

• Substitutes for relationship leader behaviors:
– intrinsically satisfying work
– professionally-oriented subordinates
– group cohesiveness

• Substitutes for task leader behaviors:

– able and experienced subordinates
– group cohesiveness
– routine formalized work
– highly structured tasks
– automatic feedback
– professionalism
 Change Leadership
(Daft, p. 532)

• Transactional Leader: Provides direction

for subordinates to achieve set objectives
(typical “good manager” using position
power & some personal power)

• Transformational Leader: Special ability

to create innovation & change
(charismatic leader within an organization –
high on position & personal power)
 ADD-ON EFFECT OF
TRANSFORMATIONAL LEADERSHIP
Transformational
Leadership

Heightened
Current motivation
state of to attain
Transactional
expected designed
Leadership
subordinate outcome
effort (extra effort)

Subordinate
Normal performance
expected beyond
subordinate normal
performance expectations