Chapter 13 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

Chapter 13Chapter 13

©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing

Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman

Patricia M. FandtPatricia M. Fandt

Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer

University of Central FloridaUniversity of Central Florida

Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman

Patricia M. FandtPatricia M. Fandt

Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer

University of Central FloridaUniversity of Central Florida

Understanding Leadership in a Dynamic Environment

Transparency 13-2Transparency 13-2© 2001 South-Western Publishing© 2001 South-Western Publishing

Learning ObjectivesSlide 1 of 2


1.Define leadership and explain its significance to an organization.

2.Differentiate between the different leader-centered approaches to leadership.

3.Describe the various types of power leaders use.

4.Explain what is meant by self-leadership and why it is important to the organization.




5.Characterize how leadership substitutes work.

6.Identify and define the variables in the situational leadership model.

7.Clarify how empowerment can increase the power and autonomy of organizational members.


Leadership DefinedLeadership Defined

A responsibility and a process that is an observable, understandable, learnable set of

skills and practices available to everyone, anywhere in the organization.


Leader-Centered ApproachesSlide 1 of 4


• Leader-Centered Approaches– Focus on traits, leader behaviors, and power.

• Trait Focus– The assumption that some people are endowed

with certain physical characteristics (e.g., height, appearance), aspects of personality (e.g., self-esteem, dominance, emotional stability), and aptitudes (e.g., general intelligence, creativity).




• Trait Focus (cont.)– According to “trait” focused research,

successful leaders tend to possess the following traits:

• Drive, motivation, honesty and integrity, self-confidence, conceptual ability, and business knowledge.

• Behavior Focus– Examines what effective leaders do rather than

what effective leaders are.




• Behavioral Models– Define a leader’s effectiveness based on two

orientations:• Task orientation - Setting performance goals,

planning and scheduling work, coordinating activities, giving directions, setting standards, providing resources, and supervising worker performance.

• Relations orientation - A behavior that shows empathy for concerns and feelings, being supportive of needs, showing trust, and similar attributes.




• Power Focus– The ability to marshal human, informational, or

material resources to get something done.

• Two Categories of Power– Position power: Power derived from the

opportunities inherent in a person’s position in an organization.

– Personal power: Power derived from the interpersonal relationships between leaders and followers.


Forms of Position Power Slide 1 of 4


• Legitimate Power– Power that stems from formal authority.– Some people accept this power, as long as it is

not abused, because they attribute legitimacy to the formal position and to the person who holds that position.

Company CEO




• Coercive Power– The power to discipline, punish, and withhold

rewards.– Coercive power is important largely as a

potential, rather than an actual, influence.– For example, the threat of being disciplined for

not getting to work on time may be effective in changing an employee’s behavior.




• Reward Power– Derived from control over tangible benefits,

such as a promotion, a better job, a better work schedule, or some form of recognition.

– For reward power to be influential, the employee must value the rewards.




• Information Power– Control over information that involves the

leader’s power to access and distribute information that is either desired or vital to others.


Forms of Personal Power Slide 1 of 2


• Expert Power– The power to influence another person because

of expert knowledge and competence.– Computer specialists often have substantial

expert power in organizations because they have technical knowledge that others need.




• Referent Power– The ability to influence others based on

personal liking, charisma, and reputation. It is manifested through imitation or emulation.

– Much of the power wielded by strong political leaders, professional athletics, musicians, and artists is referent power.


Power OrientationPower Orientation

• Personalized Power Orientation– Associated with a strong need for esteem and

status; power is often used impulsively.

• Socialized Power Orientation– The use of power for the benefit of others to

make subordinates feel strong and responsible.


Follower-Centered ApproachesSlide 1 of 5


• Self-Leadership Focus– Self-leadership, sometimes referred to as

followership, is a paradigm founded on creating an organization of leaders who are ready to lead themselves.




• Leadership Substitutes– Variables such as individual, task, and

organizational characteristics.– Neutralizer

• A condition that counteracts leader behavior and/or prevents the leader from having an effect on a follower or a specific situation.




Leadership Substitutes

Individual characteristics

Experience

Training

Ability

Professional orientation

Indifference to organizational rewards





Task characteristics

Degree of intrinsic satisfaction

Degree of repetitiveness

Degree of structure or feedback





Organizational characteristics

Degree of formality

Degree of flexibility

Amount of cohesiveness

Independence of reward structure

Degree of spatial distance from manager


Interactive ApproachesSlide 1 of 7


• Interactive Approaches– Another method of examining leadership

effectiveness is to look at how leaders interact with their followers.

– The three approaches covered:• Situational leadership model

• Empowerment

• Transformational leadership




• Situational Leadership Model– Examines the interaction between leadership

behavior, the situation, and the follower’s readiness.

• Readiness - The extent to which a subordinate possesses the ability and willingness to complete a specific task.

• Task behavior - The extent to which a leader organizes and defines the role of followers by explaining what each person must do and when, where, and how tasks are to be accomplished.




• Situational Leadership Model– Four styles of leadership behavior:

• Telling style - The leader provides specific instructions and closely supervises performance.

• Selling style - The leader explains decisions and provides opportunities for clarification.

• Participating style - The leader shares ideas and maintains two-way communication to encourage and support the skills subordinates have developed.

• Delegating style - The leader provides the subordinates with few task or relations behaviors.




• Empowerment– The interaction of the leader giving away or

sharing power with those who use it to become involved and committed to independent, high-quality performance.

– Successful empowerment means that everyone has been convinced that he or she makes a difference to the success of the organization.




• Transformational Leadership– The interaction process of the leader’s behavior

and attitudes with the attitudes and behaviors of followers.

– There are four primary dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individual consideration.




Primary Dimensions of Transformational Leadership

Dimension Leader’s Specific Behavior Follower’s Behavior

Individualize Consideration

Intellectual Stimulation

Mentors; is attentive to achievement and growth needs

Is motivated, feels valued

Promotes innovation and creativity; reframes problems

Is encouraged to be novel and try new approaches




Primary Dimensions of Transformational Leadership

Dimension Leader’s Specific Behavior Follower’s Behavior

Inspirational Motivation

Idealized Influence

Provides meaning and challenge through prosocial, collective action

Is aroused by team spirit; enthusiastic; optimistic

Shares risks; is considerate of others over own needs; is ethical and moral

Shows admiration; respect; trust


Women as LeadersWomen as Leaders

• The number of women in leadership positions has increased steadily since 1970.

• Women occupy slightly over 25 percent of the supervisory positions in U.S. industry and just 11 percent of senior executive positions in Fortune 500 companies, although they represented 51% of the population in 1999.


Principles of Leadership Effectiveness

Slide 1 of 2


Slide 1 of 2

• Know yourself.

• Be a role model.

• Learn to communicate with your ears open and your mouth shut.

• Know your team and be a team player.

• Be honest with yourself as well as to others.



Slide 2 of 2


Slide 2 of 2

• Do not avoid risks.

• Believe in yourself.

• Take the offense rather than the defense.

• Know the ways of disagreement and the means of compromise.

• Be a good follower.

Chapter 13 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

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