Leadership 1. Define leadership and explain its importance for organizations. There is probably no topic more important to business success today than leadership.  Leadership occurs between people, involves the use of influence, and is used to attain goals.  Influence means that the relationship among people is not passive.  A definition of leadership is the ability to influence people toward the attainment of goals.  This definition captures the idea that leaders are involved with other people in the achievement of goals.  Leadership is dynamic and involves the use of power.  Power is the potential ability to influence the behavior of others.  Power represents the resources with which a leader effects changes in employee behavior.  2. Describe how leadership is changing in today’s organizations, including Level 5 leadership, servant leadership, and authentic leadership. The turbulence and uncertainty of the environment in which most organizations are operating has significantly influenced leadership styles in recent years.  Ethical and economic difficulties, corporate governance concerns, globalization, changes in technology, new ways of working, shifting employee expectations, and significant social transitions have contributed to a shift in how we think about and practice leadership.  A key characteristic of Level 5 leaders is an almost complete lack of ego, coupled with a fierce resolve to do what is best for the organization.  In contrast to the view of great leaders as larger-than-life personalities with strong egos and big ambitions, Level 5 leaders often seem shy and unpretentious.  Although they accept full responsibility for mistakes, poor results, or failures, Level 5 leaders give credit for successes to other people.  The concept of servant leadership, first described by Robert Greenleaf, is leadership upside down, because leaders transcend self-interest to serve others and the organization.  Servant leaders operate on two levels: for the fulfillment of their subordinates’ goals and needs and for the realization of the larger purpose or mission of their organization.  Servant leaders give things away—power, ideas, information, recognition, credit for accomplishments, even money.  Servant leaders truly value other people.  They are trustworthy and they trust others.  They encourage participation, share power, enhance others’ self-worth, and unleash people’s creativity, full commitment, and natural impulse to learn and contribute.  Servant leaders can bring their followers’ higher motives to the work and connect their hearts to the organizational mission and goals. · Authentic leadership refers to individuals who know and understand themselves, who espouse and act consistently with higher-order ethical values, and who empower and inspire others with their openness and authenticity. · Authentic leaders pursue their purpose with passion.  When leaders demonstrate a high level of passion and commitment to purpose, they inspire commitme ...

1. Leadership
1. Define leadership and explain its importance for
organizations.
There is probably no topic more important to business success
today than leadership. Leadership occurs between people,
involves the use of influence, and is used to attain goals.
Influence means that the relationship among people is not
passive. A definition of leadership is the ability to influence
people toward the attainment of goals. This definition captures
the idea that leaders are involved with other people in the
achievement of goals. Leadership is dynamic and involves the
use of power. Power is the potential ability to influence the
behavior of others. Power represents the resources with which a
leader effects changes in employee behavior.
2. Describe how leadership is changing in today’s
organizations, including Level 5 leadership, servant leadership,
and authentic leadership.
The turbulence and uncertainty of the environment in which
most organizations are operating has significantly influenced
leadership styles in recent years. Ethical and economic
difficulties, corporate governance concerns, globalization,
changes in technology, new ways of working, shifting employee
expectations, and significant social transitions have contributed
to a shift in how we think about and practice leadership.
A key characteristic of Level 5 leaders is an almost complete
lack of ego, coupled with a fierce resolve to do what is best for
the organization. In contrast to the view of great leaders as
larger-than-life personalities with strong egos and big
ambitions, Level 5 leaders often seem shy and unpretentious.
Although they accept full responsibility for mistakes, poor
results, or failures, Level 5 leaders give credit for successes to
other people.
The concept of servant leadership, first described by Robert
Greenleaf, is leadership upside down, because leaders transcend

2. self-interest to serve others and the organization. Servant
leaders operate on two levels: for the fulfillment of their
subordinates’ goals and needs and for the realization of the
larger purpose or mission of their organization. Servant leaders
give things away—power, ideas, information, recognition, credit
for accomplishments, even money. Servant leaders truly value
other people. They are trustworthy and they trust others. They
encourage participation, share power, enhance others’ self-
worth, and unleash people’s creativity, full commitment, and
natural impulse to learn and contribute. Servant leaders can
bring their followers’ higher motives to the work and connect
their hearts to the organizational mission and goals.
· Authentic leadership refers to individuals who know and
understand themselves, who espouse and act consistently with
higher-order ethical values, and who empower and inspire
others with their openness and authenticity.
· Authentic leaders pursue their purpose with passion. When
leaders demonstrate a high level of passion and commitment to
purpose, they inspire commitment from followers.
· Authentic leaders practice solid values. People come to know
what the leader stands for, which inspires trust.
· Authentic leaders lead with their hearts as well as with their
heads. They maintain compassion for others as well as the
courage to make difficult decisions.
· Authentic leaders establish connected relationships. They
surround themselves with good people and work to help others
grow and develop.
· Authentic leaders demonstrate self-discipline. They avoid
excessive or unethical risks that could harm others and the
organization, and openly admit their mistakes.
3. Discuss how women’s style of leading is typically different
from men’s.
Some of the characteristics associated with Level 5 leaders and
authentic leaders are also hallmarks of interactive leadership,
which has been found to be associated with female leaders.

3. Interactive leadership means that the leader favors a consensual
and collaborative process, and influence derives from
relationships rather than position power and formal authority.
According to surveys, women rate higher than men on
motivating others, fostering communication, producing high-
quality work, and listening to others, while men and women rate
about equally on strategic planning and analyzing issues.
4. Identify personal characteristics associated with effective
leaders.
Traits are the distinguishing personal characteristics of a leader
such as intelligence, values, self-confidence, and appearance.
In addition to personality traits, physical, social, and work-
related characteristics have been studied; however, these traits
do not stand alone. The appropriateness of a trait, or set of
traits, depends on the leadership situation. The same traits do
not apply to every organization. Studies have shown that
optimism is the single characteristic most common to top
executives. However, optimism can also lull leaders to laziness
and overconfidence. Therefore, rather than just understanding
their traits, the best leaders recognize and hones their
strengths. Effective leadership isn’t about having the “right”
traits, but rather about finding the strengths that one can best
exemplify and apply as a leader.
5. Define task-oriented behavior and people-oriented behavior
and explain how these categories are used to evaluate and adapt
leadership style.
Task-oriented behavior and people-oriented behavior are two
basic categories of behavior identified as important for
leadership. People-oriented behavior is the extent to which the
leader is mindful of subordinates, respects their ideas and
feelings, and establishes mutual trust. Task-oriented behavior
is the extent to which the leader directs subordinate work
activities toward goal attainment. Leaders with this style
typically give instructions, spend time planning, emphasize
deadlines, and provide explicit schedules of work activities.

4. In some cases, employees may need very little direction, but
may require more personal interaction and coordination on the
part of a leader to enable them to work effectively together
(e.g., university faculty). These cases would call for a greater
focus on people-oriented behavior. In other cases, employees
may need little personal interaction, but may require a great
deal of direction to function effectively (e.g., military personnel
in a combat environment). These cases would call for a strong
focus on task-oriented behavior.
6. Describe the situational model of leadership and its
application to subordinate participation.
The situational model of leadership, which originated with
Hersey and Blanchard, focuses a great deal of attention on the
characteristics of employees in determining appropriate
leadership behavior. Subordinates vary in readiness level.
People low in task readiness, because of little ability or
training, or insecurity, need a different leadership style than
those who are in high readiness and have good ability, skills,
confidence, and willingness to work. The leader should
evaluate subordinates and adopt whichever style is needed. If
one or more followers are at low levels of readiness, the leader
must be very specific, telling them exactly what to do, how to
do it, and when. For followers high in readiness, the leader
provides a general goal and authority to do the task as they see
fit.
7. Discuss how leadership fits the organizational situation and
how organizational characteristics can substitute for leadership
behaviors.
The organizational situation or variables can be so powerful that
they actually substitute for, or neutralize, the need for
leadership. A substitute for leadership makes the leadership
style unnecessary or redundant. Highly professional
subordinates who know how to do their tasks do not need a
leader to initiate structure for them and tell them what to do. A
neutralizer counteracts the leadership style and prevents the
leader from displaying certain behaviors. If a leader has no

5. position power, or is physically removed from subordinates, the
leader’s ability to give directions to subordinates is greatly
reduced.
8. Describe transformational leadership and when it should be
used.
Managers deal with organizational complexity; leaders initiate
productive change. Transformational leaders are similar to
charismatic leaders, but are distinguished by their special
ability to bring about innovation and change. They have the
ability to lead changes in the organization’s mission, structure,
and management of human resources. They emerge to take an
organization through major strategic change, such as
revitalization.
9. Explain how followership is related to effective leadership.
Many of the qualities that define a good leader are the same
qualities as those possessed by a good follower. Effective
followers, like effective leaders, are critical, independent
thinkers who exhibit active behavior in their organizations.
They develop equitable relationships with others and do not try
to avoid risk or conflict. They are capable of self-management,
discern strengths and weaknesses in themselves and others, are
committed to something bigger than themselves, and work
toward competency, solutions, and positive impact.
10. Identify sources of leader power and the tactics leaders use
to influence others.
Power is the potential ability to influence the behavior of
others. Power represents the resources with which a leader
effects changes in employee behavior. Within organizations
there are typically five sources of power.
· Legitimate power comes from a formal management position
in an organization and the authority granted to it.
· Reward power stems from the manager’s authority to bestow
rewards on others.
· Coercive power, the opposite of reward power, refers to the
manager’s authority to punish or recommend punishment.

6. · Expert power results from a leader’s special knowledge or
skill.
· Referent power comes from leader personality characteristics
that command subordinates’ identification, respect, and
admiration so that they wish to emulate the leader.
Leaders use six primary tactics to influence others.
· Use rational persuasion.
· Help people like you.
· Rely on the rule of reciprocity.
· Develop allies.
· Be assertive—ask for what you want.
· Make use of higher authority.
Chapter 15
Leadership
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
The Nature of Leadership
Many styles of leadership can be effective
People, influence, and goals
Leadership is the ability to influence people toward the
attainment of goals

7. Reciprocal, occurring among people
A “people” activity, different than administration and problem
solving
2
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Contemporary Leadership
Leadership evolves as the needs of the organization change
Leadership has evolved with technology, economic, labor,
social, and cultural changes
Responding to the turbulence and uncertainty of the
environment
3
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Contemporary Leadership
Four approaches for today’s turbulent times:
Level 5 leadership
Servant leadership
Authentic leadership
Interactive leadership (gender differences)
4
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible

8. website, in whole or in part.
Level 5 Leadership
Highest level in a hierarchy of manager capabilities
Lack of ego (humility)
Fierce resolve to do what is best for organization
Shy and self-effacing
Credit other people
5
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
15.1 Level 5 Hierarchy
6
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Servant Leadership
Work exists for the development of the worker
Servant leaders transcend self-interest to serve others
Servant leaders give away power, ideas, information,
recognition, credit, and money
7
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible

9. website, in whole or in part.
Authentic Leadership
Leaders who know and understand themselves
Espouse and act with higher order ethical values
Staying true to one’s values and beliefs
Inspire trust and commitment
Respect diverse viewpoints
8
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Authentic Leadership
Encourage collaboration
Help others learn, grow, and develop as leaders
9
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
15.2 Components of Authentic Leadership
10
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.

10. Gender Differences
Associated with Level 5 leaders and female leaders
Interactive leadership means that the leader favors a consensual
and collaborative process
Influence derives from relationships rather than position power
and formal authority
11
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
15.3 - Gender Differences in Leadership Behaviors
12
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
From Management to Leadership
Good management is essential to organizations
However, good managers must be leaders
Management promotes stability and order within the existing
organizational structure
13
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.

11. From Management to Leadership
Leadership motivates toward vision and change
Leadership cannot replace management, there should be a
balance of both
14
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
15.4 Leader and Manager Qualities
15
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Leadership Traits
Early research on leadership focused on traits
Traits – distinguishing personal characteristics of a leader
Intelligence, honesty, self-confidence and appearance
Great Man Approach to leadership
Traits are reemerging as a leadership interest
16
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Leadership Traits
Effective leaders possess varied traits and combine these with

12. their strengths
Strengths – natural talents and abilities that have been
supported and reinforced with learned knowledge and skills
Provides individual with best tools for accomplishment and
satisfaction
17
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
15.5 Personal Characteristics
of Leaders
18
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Behavioral Approaches
Research beyond leadership traits
Defined two leadership behaviors:
Task-oriented behavior
People-oriented behavior
Foundation of important leadership studies
19
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.

13. Ohio State Studies
Identified two major behaviors:
Consideration; people oriented
Mindful of subordinates
Respects ideas and feelings
Establishes mutual trust
Initiating structure; task behavior
Task oriented
Directs work activities toward goals
20
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Michigan Studies
Compared the behavior of effective and ineffective supervisors
Employee-centered leaders (most effective)
Establish high performance goals
Display supportive behavior
Job-centered leaders (not effective)
Less concerned with goal achievement/human needs
Focus on meeting schedules, cost-management, and efficiency
21
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
15.6 The Leadership Grid

14. 22
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Contingency Approaches
How do situations influence leader effectiveness?
Situational model of leadership
Leadership model (Fiedler)
Substitutes for leadership concept
23
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Situational Theory of Leadership
Extension of behavioral theories
Focus on characteristics of followers
Seek appropriate leadership behavior
Subordinates vary in readiness determined by:
Degree of willingness and ability a subordinate demonstrates
while performing a task
24
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.

15. 15.7 The Situational Model of Leadership
25
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Fiedler’s Contingency Theory
Leader’s style is task oriented or relationship oriented
Relatively fixed leadership style difficult to change
Goal is to match the leader’s style with organizational situation
Analyze the leader’s style to the favorability of the situation
26
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
15.8 How Leader Style
Fits the Situation
27
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Substitutes for Leadership
28
There are situations where leader style is unimportant

16. There are situations and variables that can substitute or
neutralize leadership characteristics
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
15.9 Substitutes and Neutralizers for Leadership
29
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Charismatic and Transformational Leadership
Charismatic leaders are skilled in the art of visionary leadership
Vision is an attractive, ideal future
Inspire and motivate people to do more
A lofty vision
Ability to understand and empathize
Empowering and trusting subordinates
Visionary leaders speak to the hearts of employees to be a part
of something big
30
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Transformational versus Transactional Leadership

17. 31
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Transactional
Clarify tasks
Initiate structure
Transformational
Innovative
Recognize follower needs
Provide awards
Improve productivity
Hard working
Tolerant and fair minded

18. Focus on management
Inspire followers
Create a better future
Promote significant change
Followership
Organization does not exist without followers
Understand followers: critical thinking versus dependent
uncritical thinking
Alienated follower
Passive follower
Conformist
Pragmatic survivor
Effective follower
32
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.

19. 15.10 Styles of Followership
33
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Power and Influence
Position Power
Legitimate power
Reward power
Coercive power
Personal Power
Expert power
Referent power
34
Both leaders and followers use power to get things done
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Power and Influence
Other sources of power
Personal effort
Network of relationships
Information
35
© 2016 Cengage Learning. All Rights Reserved. May not be

20. scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
15.11 Six Interpersonal Influence Tactics for Leaders
36
© 2016 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.