module 12 – leadership chapter 9. learning objectives lo 1 summarize what people want and what...

Module 12 – Leadership

Chapter 9

Learning Objectives

LO 1 Summarize what people want and what organizations need from their leaders

LO 2 Explain how a good vision helps you be a better leader

LO 3 Discuss the similarities and differences between leading and managing

LO 4 Identify sources of power in organizationsLO 5 List personal traits and skills of effective leaders

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Learning Objectives (cont.)

LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them

LO 7 Distinguish between charismatic and transformational leaders

LO 8 Describe types of opportunities to be a leader in an organization

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Leadership

• Leader – One who influences others to attain goals– The greater the number of followers, the greater

the influence• And therefore the better leader you are

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Sources of Power

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Legitimate

Reward

ExpertReferent

Coercive

Traditional Approaches to Understanding Leadership

• Trait approach • Behavioral approach• Situational approach

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Trait approach

• “Great Man” Theory

Behavioral approach

• 2 types of leaders– Task oriented – People oriented

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Behavioral approach

• 2 types of leaders– Task oriented – People oriented

• LMX– Dyadic relationships– In-group– out-group

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Leadership Grid

Situational Approaches

• Definition– “it all depends”

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The Vroom Model of Leadership

• Vroom model– A situational model that

focuses on the participative dimension of leadership.

9-16Figure 9.3

Fiedler’s Contingency Model

• Fiedler’s contingency model of leadership effectiveness– A situational approach to leadership postulating

that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

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Fiedler’s Contingency Model

• Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive Guarded 1 2 3 4 5 6 7 8 Open

Fiedler’s Analysis of Situations

9-20Figure 9.4

Hersey and Blanchard’s Situational Theory

• Hersey and Blanchard’s situational theory– A life-cycle theory of leadership postulating that a

manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

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Path-Goal Theory

• Path-goal theory– A theory that concerns how leaders influence

subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

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The Path-Goal Framework

9-24Figure 9.5

Contemporary Perspectives on Leadership

• Charismatic leader• Transformational leader• Servant leader

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Servant Leader

• Servant-leader– A leader who serves others’ needs while strengthening

the organization.

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Summary

• Make relationships a priority• Maximize your communication network• Share information• Be the expert• Tailor your power to reward others• Reward with words• Teach others