Chapter 12

Leadership in Organizations
Copyright 2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Learning Objectives
1. 2.

3.

4.

5.

Define leadership and explain its importance for organizations. Identify personal characteristics associated with effective leaders. Describe the leader behaviors of initiating structure and consideration and when they should be used. Describe Hersey and Blanchards situational theory and its application to subordinate participation. Explain the path-goal model of leadership.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Learning Objectives (contd.)

6.

7.

8.

9.

Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors. Describe transformational leadership and when it should be used. Identify the five sources of leader power and how each causes different subordinate behavior. Explain innovative approaches to leadership in a turbulent environment.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Leadership
The ability to influence people toward the attainment of organizational goals.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Ex. 12.1

Leader and Manager Qualities

SOURCE: Based on Genevieve Capowski, Anatomy of a Leader: Where Are the Leaders of Tomorrow? Management Review, March 1994, 12. 2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Ex. 12.2

Personal Characteristics of Leaders

Personality Self-confidence Honesty and integrity Enthusiasm Desire to lead Independence Work-related characteristics Achievement drive, desire to excel Conscientiousness in pursuit of goals Persistence against obstacles, tenacity Social background Education Mobility

Physical characteristics Energy Physical stamina

Intelligence and ability Judgment, cognitive ability Knowledge Judgment, decisiveness

Social characteristics Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomatic

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Behavioral Approaches that Help Determine Leadership Effectiveness

Consideration: Is mindful of subordinates. Establishes mutual trust. Provides open communication. Develops teamwork.

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Behavioral Approaches that Help Determine Leadership Effectiveness (contd.)

Initiating Structure: Is task oriented. Directs subordinate work activities toward goal attainment. Typically gives instructions, spends time planning, and emphasizes deadlines. Provides explicit schedules of work activities.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Ex. 12.3
High

The Leadership Grid Figure

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.

Concern for People

Low

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 Management Authority-Compliance Exertion of minimum effort Efficiency in operations results to get required work done from arranging conditions of is appropriate to sustain work in such a way that human organization membership. elements interfere to a minimum 1,1 degree. 9,1

Low

Concern for Production

High
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2006 by South-Western, a division of Thomson Learning. All rights reserved.

Three Elements of Leadership Situations

Leader-member relations: refers to group

atmosphere and members attitude toward and acceptance of the leader.

Task structure: refers to the extent to which tasks

performed by the group are defined, involve specific procedures, and have clear, explicit goals.

Position power: is the extent to which the leader has

formal authority over subordinates.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Hersey and Blanchards Situational Theory

A

contingency approach to leadership that links the leaders behavioral style with the task readiness of subordinates. Levels of readiness:

Low Moderate High Very high

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Path-Goal Theory
Contingency approach, the leaders responsibility is to increase subordinates motivation to attain personal and organizational goals through: Clarifying the paths to rewards. Increasing the rewards that the subordinate values and desires.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Ex. 12.6

Leader Roles in the Path-Goal Model

SOURCE: Based on Bernard M. Bass, Leadership: Good, Better, Best, Organizational Dynamics 13 (Winter 1985),26-40

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Path-Goal Classification of Leader Behaviors

Supportive leadership:

Leader behavior that shows concern for subordinates. Open, friendly, and approachable. Creates a team climate. Treats subordinates as equals.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Path-Goal Classification of Leader Behaviors (contd.)

Directive leadership:

Tells subordinates exactly what they are supposed to do. Planning, making schedules, setting performance goals, and behavior standards.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Path-Goal Classification of Leader Behaviors (contd.)

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.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Situational Contingencies
Two important situational contingencies in the path-goal theory:

The personal characteristics of group members. The work environment.

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Path-Goal Situations and Preferred Leader Behaviors

Ex. 12.7

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

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Change Leadership
Charismatic Leaders: The ability to inspire. Motivate people to do more than they would normally do. Tend to be less predictable than transactional leaders. Create an atmosphere of change. May be obsessed by visionary ideas.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Change Leadership (contd.)

Transactional Leaders: Clarify the role and task requirements of subordinates. Initiate structure. Provide appropriate rewards. Try to be considerate. Meet the social needs of subordinates.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Forms of Position 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.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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Forms of Personal Power

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.

2006 by South-Western, a division of Thomson Learning. All rights reserved.

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