Chapter Ten Leadership

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Chapter TenLeadership
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Leaders Versus Managers

• A Leader is . . .
• Visionary
• Passionate
• Creative
• Flexible
• Inspiring
• Innovative
• Courageous
• Imaginative
• Experimental
• Independent
• One who shares knowledge

• A Manager is . . .
• Rational
• Consulting
• Persistent
• Problem-solving
• Tough-minded
• Analytical
• Structured
• Deliberative
• Authoritative
• Stabilizing
• One who centralizes knowledge

Source Genevieve Capowski, Anantomy of a
Leader Where Are the Leaders of Tomorrow?,
Management Review, March 1994, p. 12 David
Fagiano, Managers vs. Leaders A Corporate
Fable, Management Review, November 1997, p. 5.
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What Is Leadership?

• Types of power
• Reward power is the managers ability to
• allocate organizational resources in exchange
• for cooperation.
• Coercive power, sometimes called punishment
  power, is the opposite of reward power.
• Expert power is based on an individuals
  technical or expert knowledge about a particular
  area.
• Referent power arises from an individuals
  personal characteristics that are esteemed by
  others.
• Personal power consists of both expert and
  referent power, or a combination of both.

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Why Do Employees Respond to Different Types of
Power?
Exhibit 11 . 1
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Theories of Leadership

• Job-centered and
• employee-centered leader
• behaviors
• Task-oriented leader behaviors
• Job-centered leaders achieved higher worker
  productivity.
• People-oriented leader behaviors
• Employee-centered leaders create more positive
  worker attitudes.

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Theories of Leadership

• Initiating structure and consideration
• Initiating structure
• Task-oriented leaders insist workers follow rigid
  
• work methods, use close supervision and
  direction, make decision alone, and push workers
  for greater efforts.
• Consideration
• Relationship-oriented leaders appreciate job well
  done, stress high morale, treat workers as
  equals, and are friendly and approachable.
• Subsequent studies found that leaders who score
  high on both behaviors are more effective than
  leaders scoring low on these behavioral styles.

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• Situational leadership theory
• (Hersey-Blanchard)
• Assumptions
• Leaders can and should adjust their behavior to
  suit the decision-making situations in the
  workplace.
• Ready followers require less leadership less
  ready followers need more guidance and more
  leadership.
• Findings
• The best leadership style is the one that best
  matches the situation.
• Leadership style also depends on the readiness of
  followers for independent action.

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Influence Tactics Used by Leaders

• Setting a good example
• Assertiveness
• Reason and logic
• Ingratiation
• Bargaining
• Coalition formation
• Joking and kidding

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Characteristics of Effective Leaders
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Behaviors of Effective Leaders
Adapt to the situation
Provide stable performance
Demand high standards of performance
Provide emotional support
Give frequent feedback
Have a strong customer orientation
Recover quickly from setbacks
Play the role of servant leader
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Transformational/Transactional Leadership

• Transformational leadership
• An inspirational (charismatic) form of
• leader behavior based on modifying
• followers beliefs, values, and ultimately their
  behavior.
• Transactional leadership
• Leader behavior that is based on appealing to
  followers rational exchange motive (e.g.,
  exchanging labor for wages) to help clarify the
  path from effort to reward and to focus them on
  organizational goals.

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Emotional Intelligence

• Emotional intelligence (Goleman)
• The set of personal characteristics
• (self-awareness, self-regulation, motivation,
  empathy, and social skills) that plays a key role
  in leader success by allowing persons to more
  effectively manage themselves and their
  relationships with others.

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Qualities of Transformational and Charismatic
Leaders
Possess a vision
Masterful communicators
Inspire trust
Help group members feel capable
Energy and action orientation
Intellectually stimulating
Provide inspiration