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Chapter 9

Fundamentals of Leadership

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Learning Objectives

Describe the leadership and personal characteristics related to managerial effectiveness.

Compare and contrast Theory X and Theory Y. Distinguish among four styles of leadership behavior. Explain the concept of “self-leaders” and the basic

rules of behavior. Describe the two major dimensions of leadership. Distinguish among the contingency leadership

approaches

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Learning Objectives (contd.)

Describe the leader in the twenty-first century. Discuss emerging leadership challenges. Identify ways of developing internal leaders and

dealing with high-potential employees who have bad work habits.

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The Nature of LeadershipLeadership is the process of influencing people to direct their efforts toward particular goals

Leadership characteristics are those possessed by effective leaders and include drive, originality, persistence, and tolerance of stress

Personal characteristics are personal attributes often possessed by effective leaders and include superior mental ability, emotional maturity, and problems-solving skills

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Table 9.1 Summary of Leadership Skills

Stogdill’s Task-Related

Characteristics

Stogdill’s Social Characteristics

Gallup Organization’s

Leadership Talents

Initiative

Need to excel or achieve

Task orientation

Drive for responsibility

Responsibility in pursuit of objectives

Administrative ability

Interpersonal skills

Tact and diplomacy

Ability to enlist cooperation

Social participation

Cooperativeness

Attractiveness

Goal orientation

Energy

Ability to help people grow

A desire to win

Willingness to accept challenge

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Theory X and Theory Y

Theory X holds that people are basically lazy

Theory Y holds that, under the right conditions, people will work

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Figure 9.2 Continuum of Leadership Behavior

Task Oriented

Authoritarian

On this end, subordinate’s input is small or not wanted

Paternalistic Participative

People-Oriented

Laissez-Faire

On this end, subordinate’s input is large and is expected

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Figure 9.3 Leader-Subordinate Interactions

Leader

Subordinate Subordinate Subordinate

Leader

Subordinate Subordinate Subordinate

Authoritarian Leadership

Paternalistic Leadership

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Figure 9.3 (Contd)

Leader

Subordinate Subordinate Subordinate

Leader

Subordinate Subordinate Subordinate

Laissez-Faire Leadership

Participative Leadership

Continual flow of info. from leader to subordinate

Continual exch. of info. between leader and subordinate and/or between subordinates themselves

Occasional exch. of info between leader and subordinate

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Figure 9.4 A Leadership Grid

High People Low Work

High People High Work

Low Work Low People

High Work Low People

Low High

Concern for Work

Low

High

Con

cern

for

Peo

ple

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Figure 9.5 Contingency Leadership Styles Applied to a Leadership Grid

Manger of a Successful Sales

Group

President of a Large

Corporation

Manager of an R&D Laboratory

Foreman on an Assembly Line

Low High

Concern for Work

Low

High

Con

cern

for

Peo

ple

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Fiedler’s Contingency Model

… holds that leader effectiveness is determined by leadership style and situational variables

The least preferred coworker scale describes the individual with whom the respondent can work least well

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Situational Variables in Fiedler’s Model Leader-member relations Task structure Leader position power

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Figure 9.7 The Managerial Grid

1, 9Country Club Manager

9,9Team Builder

5,5Organization Man

1,1Do-Nothing Manager

9,1Production Pusher

1Low Concern for Production

9High

High9

1Low

Con

c er n

fo r

Peo

p le

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Key Terms in the Chapter

Leadership Leadership

characteristics Personal characteristics Trait theory Technical skills Human skills Conceptual skills

Theory X Theory Y Authoritarian leadership Paternalistic leadership Participative leadership Laissez-faire leadership Leadership dimensions Fiedler’s contingency

model

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Key Terms in the Chapter (contd.)

Least preferred coworker scale

Leader-member relations

Task structure Leader position power Managerial grid 1,1, Managerial style 9,1 Managerial style

1,9 Managerial style 5,5 Managerial style 9,9 Managerial style Charismatic leader Transformational leader Transactional leader