The document discusses various theories and models of leadership. It covers the differences between leading and managing, sources of power in organizations, traits of effective leaders, and styles of leadership. Key leadership theories summarized include the path-goal theory, contingency model, substitutes for leadership theory, and Ohio State, Michigan, and Vroom decision-making models. The document provides an overview of important concepts in leadership studies.

1. McGraw-Hill/Irwin 9-1
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives
 L01: Similarities and differences between leading and
managing
 L02: Sources of power in organizations
 L03: Personal traits and skills of effective leaders
 L04: Distinguish between charismatic and
transformational leaders
 L05: Opportunities to be a leader in an organization
 L06: How to further your own leadership development
9-2

3. Vision – what is it?
 Mental image of a possible and desirable future state of
the organization.
 Expresses the leader’s ambitions for the organization.
 Creates high performance aspirations, the nature of
corporate or business strategy, or the kind of workplace.
Without vision, managers do not develop
into strong leaders
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4. Leading and Managing
Leading Managing
-setting the direction -deal with ongoing day-to-
-inspiring people to attain day complexities
vision -requires planning and
-keep people focused on budgeting routines
moving organization -requires structuring
toward its ideal future organization, staffing it
-motivating people to with capable people,
overcome obstacles and monitoring activities
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5. Leadership Styles
 Supervisory Leadership
 provides guidance, support and corrective feedback
for day-to-day activities
 Strategic Leadership
 gives purpose and meaning to organizations by
anticipating and envisioning a viable future
 works with others to initiate changes that create such a
future
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6. Sources of Power
R Legitimate power
 right or authority to tell others what to do
h Reward power
 influences others because of control over rewards
a Coercive power
 control over punishment
i Referent power
 appealing personal characteristics
a Expert power
 expertise or knowledge that others can learn from or
gain from
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7. Traditional Approaches to Leadership
o Trait approach
 focuses on individual leaders
 determines personal characteristics that great
leaders share
d Behavioral approach
 identifies what good leaders do
 what behaviors they exhibit
9 Situational approach
 effective leadership behavior varies from situation to
situation
9-7

8. Important Traits for Leaders
 Drive
 high level of effort; high need for achievement,
constant striving to accomplish
 Leadership motivation
 extraverted, high need for power.
 Integrity:
 Honest, credible, “walks the walk”
 Self-confidence
 overcome obstacles, decide despite uncertainty
 Knowledge of the business
 high level of knowledge about their industries,
companies, and technical matters; intelligent
9-8

9. Decision Styles
 Autocratic - “self”
 leader makes decisions on his or her own and
then announces those decisions to the group
 Democratic leadership – “participative”
 leader solicits input from others
 Laissez-faire – “allow to do”
 essentially makes no decisions
 more negative attitudes and lower
performance.
9-9

10. Path-goal Theory
 How leaders influence subordinates’ perceptions of
their work goals and the paths they follow toward
attainment of those goals.
 Two key situational factors
 Personal characteristics of followers
 Environmental pressures and demand with which
followers must cope to attain their work goals
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11. Path-Goal Theory
Four Pertinent Leadership Behaviors
3. Directive Leadership
 form of task performance-oriented behavior
4. Supportive Leadership
 form of group maintenance-oriented behavior
5. Participative Leadership
 decision style
6. Achievement-oriented Leadership
 behaviors geared toward motivating people
9-11

12. Path-Goal Theory
Three Key Follower Characteristics
3. Authoritarianism
 degree to which individuals respect, admire, or
defer to authority
4. Locus of control
 extent to which individuals see environment as
responsive to their own behavior
5. Ability
 people’s beliefs about their own abilities to do
their assigned jobs
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13. Path-Goal Theory
Functions of the leader
2. Provide coaching and direction
 Make path to work goals easier
3. Reduce frustrating barriers to goal attainment
4. Increase opportunities for personal satisfaction
 Increase payoffs to people for achieving
performance goals
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14. Contemporary Perspectives
 Charismatic leader
 dominant, exceptionally self-confident
 strong conviction of moral righteousness
 Transformational leader
 motivates people to transcend their personal interests
for good of group
 Transactional leader
 manage through transactions, using their legitimate,
reward and coercive powers to give commands and
exchange rewards for services rendered
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15. Nontraditional Leadership
Roles
 Servant leader
 serves others’ needs while strengthening organization
 Bridge leader
 bridges conflicting value systems or different cultures
 Shared leadership
 rotating leadership
 people rotate through leadership role based on which
person has most relevant skills
9-15

16. Good leaders need courage
 Seeing things as they are and facing them head-on,
making no excuses and harboring no wishful
illusions
 Saying what needs to be said to those who need to
hear it
 Persisting despite resistance, criticism, abuse, and
setbacks
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17. For Review Only
9-17

18. Vroom’s Model
 Emphasizes participative dimension of
leadership, i.e. how leaders go about making
decisions.
 Factors involved to analyze problems
 decision significance
 importance of commitment
 leader’s expertise
 likelihood of commitment
 group support for objectives and group expertise
 team competence
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19. Vroom’s Five Leader Decision Styles
d Decide
 make decision alone
 announce or sell it to group
2. Consult individually
 present problem to group members individually
 get suggestions, and then make decision
3. Consult group
 present problem to group members
 get suggestions, and then make decision
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20. Vroom’s Five Leader Decision Styles
1. Facilitate
 present problem to group in a meeting
 act as facilitator to get ideas
2. Delegate
 permit group to make decision within prescribed
limits
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21. Ohio State Studies
 Examined performance and maintenance behaviors
of leaders
 Found that supervisors who scored high on
maintenance behaviors had fewer grievances and
less turnover in their work units than those who were
low on this dimension
 When a leader rates high on performance-oriented
behaviors, he or she should also be maintenance-
oriented.
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22. Michigan impact of leader behaviors on groups’
 Examined the
Studies
job performance
 Most effective managers engaged in task-oriented
behaviors (planning, scheduling, coordinating,
providing resources, and setting performance goals)
and relationship-oriented behaviors
(demonstrating trust and confidence, being friendly
and considerate, showing appreciation, keeping
people informed)
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23. Fiedler’s Contingency Model
 Effectiveness depends on two factors
 personal style of the leader
 degree to which situation gives leader power, control,
and influence over situation
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24. Fiedler’s Contingency Model
Questions used to analyze the situation
3. Are leader-member relations good or poor?
4. Is the task structure or unstructured?
5. Is the leader’s position power strong or weak?
9-24

25. Fiedler’s Least Preferred Co-worker (LPC)
1. Task-motivated leadership
 emphasis on completing task
 more likely to be exhibited by leaders with low LPC
scores
2. Relationship-motivated leadership
 emphasis on maintaining good interpersonal
relationships
 more likely to be exhibited by high LPC scores
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26. Substitutes for Leadership
Workplace factors that can exert same influence on
employees as leaders
Group maintenance substitutes
 closely knit groups
 job is inherently satisfying
Task performance substitutes
 people with experience and ability
 rigid rules and procedures
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