Chapter 17' Leading

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Chapter 17. Leading

• Learning Objectives
• Understand the difference between leaders and
  managers
• Explain the trait approach to leadership
• Identify key theories of the behavioral approach
  to leadership
• Identify important theories associated with the
  situational approach to leadership
• Understand the trend of self-managing work team

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What is Leadership?

• Leadership
• the process of directing and influencing the
  activities and behaviors of others through
  communication to attain goals
• Leaders vs. Managers

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The Trait Approach to Leadership

• Are leaders born to be leaders? What are the
  common characteristics of great leaders?

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The Behavioral Approach of Leadership

• Leaders can be made!
• The Ohio State Univ. Study
• The Univ. of Michigan Study
• emphasis on production
• emphasis on relationship
• The Leadership Grid
• Autocratic vs. Democratic Leadership

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The Situational (Contingency) Approach of
Leadership

• Major Argument There is no single best
  leadership style to fit any situation The
  situation will determine what leadership style is
  the most effective

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The Situational (Contingency) Approach of
Leadership (II)

• Houses Path-Goal Theory A managers leadership
  style will be motivating to the extent that
  employees believe it will help them to achieve
  things they value
• Directive leadership
• Supportive leadership
• Participative leadership
• Achievement-oriented leadership
• Two contingency variables while selecting from
  these styles
• Personal characteristics of subordinates
• Environmental pressures of the job

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The Situational (Contingency) Approach of
Leadership (III)

• Fiedlers contingency model of leadership
• Leader personality Task-oriented or relationship
  oriented
• Situational control and influence of the leader
• Leader-member relations
• Task structure
• Leader position power
• Task-oriented leaders perform better in favorable
  situations and unfavorable situations while
  relationship-oriented leaders perform better in
  moderately favorable situations
• Managerial implication?

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Vroom and Yettons Decision Making Model

• A normative model helping leaders to determine
  the level of subordinate participation in their
  decision making
• Leader decision making styles
• Autocratic I (AI)
• Manager makes the decision alone, using whatever
  info available
• Autocratic II (AII)
• Manager seeks info from employees and then make
  decision
• Consultative I (CI)
• Manager explains the problem to employees in
  one-on-one format. Manager then makes decision
• Consultative II
• Manager explains the problem to employees as a
  group, then make a decision
• Group
• The manager explains the problem to employees as
  a group and the group make the decision

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The Transformational Leadership

• Transformational leaders vs. Transitional leaders
• Dramatic changes vs. incremental changes
• New visions vs. keeping status quo

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Current Issues in Leadership

• Empowerment and Leadership
• Sources of power
• Legitimate power
• Reward power
• Coercive power
• Expert power
• Empowerment Sharing of power with employees
• Gender and leadership
• Do women lead differently?

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