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JOHN R. SCHERMERHORN, JR. MANAGEMENT 12th Edition

Chapter 14

Essentials of Leadership

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Planning Ahead — Chapter 14 Study Questions

What is the nature of leadership?

What are the important leadership traits and behaviors?

What are the contingency approaches to leadership?

What are current issues in personal leadership development?

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Chapter 14 Learning Dashboard

The Nature of Leadership

Leadership and power

Leadership and vision

Leadership as service

Leadership Traits and Behaviors

Leadership traits

Leadership behaviors

Classic leadership styles

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Chapter 14 Learning Dashboard

Contingency Approaches to Leadership

Fiedler’s contingency model

Hersey-Blanchard situational model

Path-goal theory

Leader-member exchange theory

Leader-participation model

Personal Leadership Development

Charismatic and transformational leadership

Emotional intelligence and leadership

Gender and leadership

Moral leadership

Drucker’s “old-fashioned” leadership

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Takeaway 1: The Nature of Leadership

Leadership

The process of inspiring others to work hard to accomplish important tasks

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Takeaway 1: The Nature of Leadership

Power

Ability to get someone else to do something you want done or make things happen the way you want

Power should be used to influence and control others for the common good rather seeking to exercise control for personal satisfaction

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Takeaway 1: The Nature of Leadership

Two sources of managerial power:

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Takeaway 1: The Nature of Leadership

Position power

Based on a manager’s official status in the organization’s hierarchy of authority

Personal power

Based on the unique personal qualities that a person brings to the leadership situation

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Takeaway 1: The Nature of Leadership

Visionary leadership

Vision

A future that one hopes to create or achieve in order to improve upon the present state of affairs

Visionary leadership

A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully

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Takeaway 1: The Nature of Leadership

Empowerment

The process through which managers enable and help others to gain power and achieve influence

Effective leaders empower others by providing them with:

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Takeaway 2: Leadership Traits and Behaviors

Leadership behavior

Leadership behavior theories focus on how leaders behave when working with followers

Leadership styles are recurring patterns of behaviors exhibited by leaders

Basic dimensions of leadership behaviors:

Concern for the task to be accomplished
Concern for the people doing the work (build relationship with workers)

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Takeaway 2: Leadership Traits and Behaviors

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Figure 14.2 Blake and Mouton’s Leadership Grid

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Takeaway 2: Leadership Traits and Behaviors

Classic leadership styles:

Autocratic style

Emphasizes task over people

Human relations style

Emphasizes people over task

Laissez-faire style

Shows little concern for task

Democratic style

Committed to task and people

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Takeaway 3: Contingency Approaches to Leadership

Fiedler’s Contingency Model

Good leadership depends on a match between leadership and situational demands

Leadership is part of one’s personality, and therefore relatively continuing and difficult to change

Leadership style must be fit to the situation

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Takeaway 3: Contingency Approaches to Leadership

Fiedler’s contingency model (cont.)

Diagnosing situational control:

Quality of leader-member relations (good or poor)
Degree of task structure (high or low)
Amount of position power (strong or weak)

Task oriented leaders are most successful in:

Very favorable (high control) situations
Very unfavorable (low control) situations

Relationship-oriented leaders are most successful in:

Situations of moderate control

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Takeaway 3: Contingency Approaches to Leadership

Hersey-Blanchard situational leadership model

Leaders adjust their styles depending on the readiness of their followers to perform in a given situation

Readiness — how able, willing and confident followers are in performing tasks

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Figure 14.4 Leadership implications of the Hersey-Blanchard situational leadership model

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Takeaway 3: Contingency Approaches to Leadership

House’s path-goal leadership theory

Effective leadership deals with the paths through which followers can achieve goals

Leadership styles for dealing with path-goal relationships:

Directive leadership
Supportive leadership
Achievement-oriented leadership
Participative leadership

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Takeaway 3: Contingency Approaches to Leadership

House’s leadership styles:

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Takeaway 3: Contingency Approaches to Leadership?

Substitutes for leadership

Factors in the work setting that direct the work efforts without the involvement of the leader

Follower characteristics
Ability, experience, independence
Task characteristics
Routine, feedback
Organization characteristics
Simplicity of plans, formalized rules and procedures

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Takeaway 3: Contingency Approaches to Leadership

Leader-Member Exchange Theory (LMX)

Not all people are treated the same by leaders in leadership situations

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Takeaway 3: Contingency Approaches to Leadership

Vroom-Jago leader-participation theory

Helps leaders choose the method of decision making that best fits the nature of the problem situation

Basic decision-making choices:

Authority decision
Consultative decision
Group decision

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Takeaway 3: Contingency Approaches to Leadership

Contingency factors in the Vroom-Jago leader-participation theory:

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Takeaway 3: Contingency Approaches to Leadership

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Takeaway 4: Personal Leadership Development

Superleaders

Persons whose vision and strength of personality have an extraordinary impact on others

Charismatic leaders

Develop special leader-follower relationships and inspire others in extraordinary ways

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Takeaway 4: Personal Leadership Development?

Transformational leader

Someone who is truly inspiring as a leader and who inspires others to seek extraordinary performance accomplishments

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Takeaway 4: Personal Leadership Development

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Takeaway 4: Personal Leadership Development

Emotional intelligence

The ability of people to manage emotions in social relationships

Characteristics of the emotionally intelligent leader:

High self-awareness
Motivated and determined
High social awareness
Good self management
Good relationship management

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Takeaway 4: Personal Leadership Development

Gender and leadership

Gender similarities hypothesis

Males and females have similar psychological properties
Men and women can be equally effective leaders
Men and women are sometimes perceived as
using different styles of leadership

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Takeaway 4: Personal Leadership Development

Moral leadership

Ethical leadership that is always “good” and “right”

All leaders are expected to maintain high ethical standards

Long-term, sustainable success requires ethical behavior

Integrity involves the leader’s honesty, credibility, and consistency in putting values into action

Moral overconfidence is an overly positive view of one’s strength of character

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Takeaway 4: Personal Leadership Development

Drucker’s “old-fashioned” leadership

Leadership is more than charisma; it is “good old-fashioned” hard work

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Takeaway 4: Personal Leadership Development

Essentials of “old-fashioned” leadership:

Defining and establishing a sense of mission
Accepting leadership as a “responsibility” rather than a rank
Surround yourself with talented people
Don’t blame others when things go wrong
Keep your integrity, earn trust
Don’t be clever, be consistent