Transcript Chapter 17

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PowerPoint Presentation by Charlie Cook
The University of West Alabama
Learning Objectives
1. Describe the nature of leadership and relate leadership
to management.
2. Discuss and evaluate the two generic approaches to
leadership.
3. Identify and describe the major situational approaches
to leadership.
4. Identify and describe three related approaches to
leadership.
5. Describe three emerging approaches to leadership.
6. Discuss political behavior in organizations and how it
can be managed.
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
17–2
The Nature of Leadership
• The Meaning of Leadership
 Leadership as a Process: what leaders actually do.

Using noncoercive influence to shape the group’s or
organization’s goals.

Motivating others’ behavior toward goals.

Helping to define organizational culture.

Leaders are people who can influence the behaviors of others
without having to rely on force.
 Leadership as a Property: who leaders are.

Characteristics attributed to individuals perceived as leaders.

Leaders are people who are accepted as leaders by others.
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
17–3
Leadership Versus Management
Leadership
Activity
Management
Establishing direction and
vision for the organization
Creating an agenda
Planning and budgeting,
allocating resources
Aligning people through
communications and actions
that provide direction
Developing a human
network for achieving
the agenda
Organizing and staffing,
structuring and monitoring
implementation
Motivating and inspiring
by satisfying needs
Executing plans
Controlling and problem solving
Produces useful change and
new approaches to challenges
Outcomes
Produces predictability and order
and attains results
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17–4
17.1 Distinctions Between Management and Leadership
Activity
Management
Leadership
Creating an agenda
Planning and budgeting: Establishing detailed
steps and timetables for achieving needed
results; allocating the resources necessary to
make those needed results happen
Establishing direction: Developing a
vision of the future, often the distant
future, and strategies for producing the
changes needed to achieve that vision
Developing a human
network for achieving
the agenda
Organizing and staffing: Establishing some
structure for accomplishing plan requirements,
staffing that structure with individuals, delegating
responsibility and authority for carrying out the
plan, providing policies and procedures to help
guide people, and creating methods or systems
to monitor implementation
Aligning people: Communicating the
direction by words and deeds to
everyone whose cooperation may be
needed to influence the creation of
teams and coalitions that understand the
visions and strategies and accept their
validity
Executing plans
Controlling and problem solving: Monitoring
results versus planning in some detail,
identifying deviations, and then planning and
organizing to solve these problems
Motivating and inspiring: Energizing
people to overcome major political,
bureaucratic, and resource barriers by
satisfying very basic, but often
unfulfilled, human needs
Outcomes
Produces a degree of predictability and order
and has the potential to produce consistently
major results expected by various stakeholders
(for example, for customers, always being on
time; or, for stockholders, being on budget)
Produces change, often to a dramatic
degree, and has the potential to produce
extremely useful change (for example,
new products that customers want, or
new approaches to labor relations that
help make a firm more competitive)
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17–5
Management Challenge Question
• Based on what you learned about motivation in
the previous chapter, is the statement—
“management is functional, leadership is
motivational”—defensible or are leaders really
just practicing a higher form of management?
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17–6
The Nature of Leadership (cont’d)
Legitimate power
Reward power
Types of
Power
Referent power
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Coercive power
Expert power
17–7
Leadership and Power
• Power is the ability to affect the behavior of others.
 Legitimate power is granted through the organizational
hierarchy.
 Reward power is the power to give or withhold rewards.
 Coercive power is the capability to force compliance by
means of psychological, emotional, or physical threat.
 Referent power is the personal power that accrues to
someone based on identification, imitation, loyalty, or charisma.
 Expert power is derived from the possession of information or
expertise.
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17–8
Power and Leadership
Legitimate
request
Instrumental
compliance
Coercion
Uses of Power
by Leaders
Rational
persuasion
Inspirational
appeal
Personal
identification
Information
distortion
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17–9
Using Power
• Legitimate Request
 A subordinate’s compliance with a manager’s request because
the organization has given the manager the right to make the
request.
• Instrumental Compliance
 A subordinate complies with a manager’s request to get the
rewards that the manager controls.
• Coercion
 Threatening to fire, punish, or reprimand subordinates if they do
not do something.
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17–10
Using Power (cont’d)
• Rational Persuasion
 Convincing subordinates compliance is in their best interest.
• Personal Identification
 Using the superior’s referent power to shape a subordinate’s
behavior.
• Inspirational Appeal
 Influencing a subordinate’s behavior through an appeal to a set
of higher ideals or values (e.g., loyalty).
• Information Distortion
 Withholding or distorting information (which may create an
unethical situation) to influence subordinates’ behavior.
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17–11
Management Challenge Question
• How would you rank the effectiveness of the
forms of power that are used by managers when
their subordinates are your age?
 Which type of power is most effective? Why?
 Which type of power is the least effective? Why?
 What does your ranking reveal about how the use of
power by managers is changing (or must change) in
today’s organization?
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17–12
Generic Approaches to Leadership
• Leadership Traits Approach
 Assumed that a basic set of personal traits that
differentiated leaders from nonleaders could be used
to identify leaders and as a tool for predicting who
would become leaders.
 Was not unable to establish empirical relationships
between traits and persons regarded as leaders.
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17–13
Investigation of Leadership Behaviors
Leadership Behaviors Studies
Michigan
Studies
Job-centered
behavior
Employee-centered
behavior
Ohio State
Studies
Initiating-structure
behavior
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Consideration
behavior
17–14
Leadership Behaviors
• Michigan Studies (Rensis Likert)
 Identified two forms of leader behavior:

Job-centered leader behavior

Employee-centered leader behavior
 These two forms of leader behaviors were
considered to be at opposite ends of the same
continuum and similar to (respectively) Likert’s
System 1 and System 4 of organization design.
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17–15
Leadership Behaviors (cont’d)
• Ohio State Studies
 Did not interpret leader behavior as being one-
dimensional as did the Michigan State studies.
 Initial research assumption: leaders who exhibit high
levels of both behaviors would be most effective
leaders.
 Identified two basic leadership styles that can be
exhibited independently and simultaneously:

Initiating-structure behavior

Consideration behavior
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17–16
Leadership Behaviors (cont’d)
• Ohio State Studies (cont’d)
 Subsequent research indicated that:

Employees of supervisors ranked high on initiating structure
were high performers, but had low levels of satisfaction and
had higher absenteeism.

Employees of supervisors ranked high on consideration had
low- performance ratings, but had high levels of satisfaction
and had less absenteeism.

Other situational variables make consistent leader behavior
predictions difficult.
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17–17
Situational Approaches to Leadership
• Situational Models of Leader Behavior
 Assume that:


Appropriate leader behavior depends on the situation.
Situational factors that determine appropriate leader behavior
can be identified.
• Situational Leadership Theories:
 Leadership behavior continuum
 Least preferred coworker theory
 Path-goal theory
 Decision tree approach
 Leader-member exchange approach
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17–18
Situational Approaches to Leadership
• Leadership Continuum
(Tannenbaum and Schmidt)
 Continuum identifies a range of levels of leadership
from boss-centered to subordinate-centered
leadership
 Variables influencing the decision-making continuum:

Leader’s characteristics

Subordinates’ characteristics

Situational characteristics
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17–19
17.2 Tannenbaum and Schmidt’s Leadership Continuum
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17–20
Situational Approaches… (cont’d)
• Least Preferred Coworker (LPC) Theory (Fiedler)
 Assumed that leadership style is fixed and situation must be
changed to favor the leader.
 Appropriate leadership style varies with situational favorableness
(from the leader’s viewpoint).

LPC scale asks leaders to describe the person with whom they are
least able to work well.

High scale scores indicate a relationship orientation; low scores
indicate a task orientation on the part of the leader.
 Situational favorableness is determined by:

Quality of leader-member relations

Degree to which the structure of the group’s task is defined

Position power of the leader
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17–21
17.3 The Least-Preferred Coworker Theory of Leadership
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17–22
Situational Approaches… (cont’d)
• Path-Goal Theory (Evans and House)
 The primary functions of a leader are:


To make valued or desired rewards available
in the workplace
To clarify for the subordinate the kinds of behavior
that will lead to goal accomplishment or rewards
 Leader Behaviors:




Directive leader behavior
Supportive leader behavior
Participative leader behavior
Achievement-oriented leader behavior
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17–23
The Path-Goal Theory
• Situational Factors:
Work Situation
Leadership Style
Impact on Followers
Expected Results
Follower lacks
self-confidence
Supportive
Increases selfconfidence to complete
task
Increased effort. job
satisfaction, and
performance; fewer
grievances
Lack of job
challenge
Achievementoriented
Encourages setting high
but attainable goals
Improved performance
and greater job
satisfaction
Improper
procedures and
poor decisions
Participative
Clarifies follower need
for making suggestions
and involvement
Improved performance
and greater satisfaction;
less turnover
Ambiguous job
Directive
Clarifies path to get
rewards
Improved performance
and job satisfaction
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17–24
17.4 The Path-Goal Framework
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17–25
Situational Approaches… (cont’d)
• Vroom’s Decision Tree Approach
 Attempts to prescribe a leadership style appropriate
to a given situation.
 Basic premises:

Subordinate participation in decision making depends on the
characteristics of the situation.

No one decision-making process is best for all situations.

After evaluating problem attributes, a leader chooses a path
on the decision trees that determines the decision style and
specifies the amount of employee participation.
– Decision significance
– Decision timeliness
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17–26
Situational Approaches… (cont’d)
• Vroom’s Decision Tree Approach (cont’d)
Decision-Making
Styles
Decide (alone)
Consult (individually)
Consult (group)
Facilitate
Delegate
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17–27
17.5
Vroom’s Time-driven
Decision Tree
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17–28
17.6
Vroom’s Developmentdriven Decision Tree
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17–29
Situational Approaches (cont’d)
• The Leader-Member Exchange (LMX) Approach
 Stresses the importance of variable relationships
between supervisors and each of their subordinates.
 Vertical dyads

Leaders form unique independent relationships
with each subordinate (dyads) in which the
subordinate becomes a member of the leader’s
out-group or in-group.
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17–30
17.7 The Leader-Member Exchange (LMX) Model
Leader
Subordinate
1
Subordinate
2
Subordinate
3
Subordinate
4
Out-Group
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Subordinate
5
In-Group
17–31
Management Challenge Question
• Out of the loop?
What effects does a dyadic relationship with a
leader have on a subordinate’s participation in
decision-making processes?
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17–32
Related Approaches to Leadership
• Substitutes for Leadership
 A concept that identifies situations in which leader
behavior is neutralized or replaced by characteristics
of subordinates, the task, and the organization.
Characteristics that Substitute for Leadership
Subordinates
Task
Organization
Ability
Experience
Need for independence
Professional orientation
Indifference towards
organizational goals
Routineness
The availability of feedback
Intrinsic satisfaction
Formalization
Group cohesion
Inflexibility
A rigid reward structure
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17–33
Charismatic Leadership (House)
• Charisma
 Is an interpersonal attraction that inspires support and
acceptance
 Is an individual characteristic of a leader.
• Charismatic persons are more successful than
non-charismatic persons.
• Charismatic leaders are:
 Self-confident
 Have a firm conviction in their belief and ideals
 Possess a strong need to influence people
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17–34
Related Approaches… (cont’d)
• Charismatic Leadership (cont’d)
 Charismatic leaders in organizations
must be able to:

envision the future, set high expectations,
and model behaviors consistent with
expectations.

energize others through a demonstration
of excitement, personal confidence, and
patterns of success.

enable others by supporting them, by
empathizing with them, and by expressing
confidence in them.
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17–35
Related Approaches… (cont’d)
• Transformational Leadership
 Goes beyond ordinary expectations by:



transmitting a sense of mission
stimulating learning
inspiring new ways of thinking
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17–36
Keys to Successful Leadership
Trusting in
subordinates
Keeping
cool
Developing
a vision
Successful
Leadership
Encouraging
risk
Inviting
dissent
Being
an expert
Simplifying
things
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17–37
Emerging Approaches to Leadership
Cross-Cultural
Leadership
Strategic Leadership
New Approaches
to Leadership
Ethical
Leadership
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17–38
Political Behavior in Organizations
• Political Behavior
 The activities carried out for the specific purpose of acquiring,
developing, and using power and other resources to obtain one’s
preferred outcomes.
Inducement
Persuasion
Coercion
Creation of an
obligation
Common Political
Behaviors
Impression
management
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17–39
Management Challenge Questions
• How could managers use impression
management to increase their referent and
expert powers?
• How could impression management conflict with
ethical leadership?
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17–40
Managing Political Behavior
• Be aware that even if actions are not politically motivated, others
may assume that they are.
• Provide subordinates with autonomy, responsibility, challenge, and
feedback to reduce the likelihood of political behavior on their part.
• Avoid using power to avoid charges of political motivation.
• Get disagreements and conflicts out in the open so that subordinates
have less opportunity to engage in political behavior.
• Avoid covert behaviors that give the impression of political intent
even if none exists.
• Clearly communicate the bases and processes for performance
evaluation.
• Tie rewards directly to performance
• Minimize competition among managers for resources.
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17–41
KEY TERMS
•
•
•
•
•
•
•
•
•
•
•
•
•
leadership
leaders
power
legitimate power
reward power
coercive power
referent power
expert power
job-centered leader behavior
employee-centered leader behavior
initiating-structure behavior
consideration behavior
concern for production
• concern for people
• least-preferred coworker (LPC)
measure
• path-goal theory
• Vroom’s decision tree approach
• Leader-member exchange (LMX)
model
• Substitutes for leadership
• charismatic leadership
• charisma
• transformational leadership
• strategic leadership
• political behavior
• impression management
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17–42