Chapter 13

Managers as Leaders

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Learning Objectives

Define leadership in a global context Explain how managers gain or lose authority

in teams and organizations Distinguish among four basic types of leaders Demonstrate the progression of leadership

thought and practice over time Appraise new and emerging leadership

perspectives

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Managers as Leaders (p. 326)

Leadership• Process of influence aimed at directing behavior toward the

accomplishment of objectives• Leaders – people who use critical thinking to successfully

influence others to get positive organizational results through motivation and communication

Leadership in a global economy• Modality of communication has had a significant impact on

leadership styles and behavior• Globalized companies affected by external forces that can

significantly change management challenges

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How Leaders Gain Authority (p. 329)

Power• Ability to influence• Leaders may be given power or earn it• Positional power – influence that is granted

because of a manager’s type and ability to affect someone positively or negatively through resource allocation or disciplinary measures

• Personal power – influence that is obtained by being perceived as likeable and well informed

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How Leaders Gain Authority (cont.)

Positional power (p. 329)• Legitimate power – influence that a manager has

because of his or her title inside an organization or status in a community

• Reward power – influential ability to affect a team member positively through resources, preferred schedules, and additional status

• Coercive power – influential ability to influence people through the threat of or actual negative consequences for undesired actions

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How Leaders Gain Authority (cont.)

Personal power (p. 329)• Referent power – influence that is based on a

manager’s appealing traits or resources, such as charisma or the ability to offer an employee a promotion

• Expert power – influence that is derived from perceived knowledge, skill, or competence E.g., a manager that is skilled in computer programming

has expert power with a software development team

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Types of Leaders (p. 330)

Directive leadership• Involves providing specific, task-focused

directions, giving commands, assigning goals, close supervision, and constant follow-up

• Influence based on position or legitimate power Transactional leadership• Creates reward contingencies and exchange

relationships that result in calculative compliance on the part of followers

• Provides rewards or punishments for performance

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Types of Leaders (cont.)

Transformational leadership (p. 330)• Creating and communicating a higher-level vision in a

charismatic way that elicits an emotional response and commitment from the followers

Empowering leadership• Emphasizes employee self-influence processes rather than

hierarchical control processes• Actively encourages followers to take ownership of their

own behaviors and work processes• “Leading others to lead themselves”

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The Evolution of Leadership (p. 332)

Trait perspective• System of ideas that focuses on identifying

effective leaders through personal characteristics that are difficult to obtain or cannot be learned

• Great Man Leaders – persons born into positions of power and authority and seen by some as having divine right to power (p. 333) Males were the predominant leaders throughout history Women are assuming more formal leadership roles

throughout society

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The Evolution of Leadership (cont.)

Traits of women leaders

Figure 13.1

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The Evolution of Leadership (cont.)

Major leadership traits

Figure 13.2

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The Evolution of Leadership (cont.)

Trait perspective (cont.)• Emotional intelligence (EI) – four major

emotional factors drive leadership performance (p. 333) Self-awareness Self-management Social awareness Relationship management

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The Evolution of Leadership (cont.)

Behavioral perspective (p. 334)• Connects what managers do to their ability to

influence others• Task behaviors – help team members achieve goals• Relationship behaviors – enable team members to

be satisfied with one another and their situation• Ohio State studies

Leader Behavior Description Questionnaire Consideration – nurture employees Initiating structure – focused on achieving tasks

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The Evolution of Leadership (cont.)

Behavioral perspective (cont.)• Michigan studies (p. 334)

Employee oriented – focus on building interpersonal relationships

More effective leader behavior Production oriented – focus on task completion

• Managerial Grid (p. 335) – demonstrates how managers balance their concerns for results and people Plots a leader’s intensity for results and people on 9-point

scales Defines five major leadership styles

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The Evolution of Leadership (cont.)

Managerial

Grid

Figure 13.3

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The Evolution of Leadership (cont.)

Contingency perspective (p. 336)• Rejects the notion that there is one best way to lead• Fiedler’s contingency theory – matches the most

suitable leadership style with a particular business situation Least preferred coworker scale – defines leadership style

High scorers are relationship motivated Low scorers are task motivated

Leadership situation defined by: Leader-member relations Task structure Position power

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The Evolution of Leadership (cont.)

Fiedler’s contingency model

Figure 13.4

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The Evolution of Leadership (cont.)

Figure 13.5

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The Evolution of Leadership (cont.)

Contingency perspective (cont.)• Situational leadership model (p. 338)

Directive behavior – enables the team to achieve goals through clear directions, planning tasks, organizing and prioritizing team member actions, and defining a foreseeable path to success

Supportive behavior – encourages positive interpersonal relationships and ensures that team members are comfortable with current circumstances

Employees’ competence and commitment to achieving a goal determine the appropriate emphasis on directive and supportive behaviors

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The Evolution of Leadership (cont.)

Situational

leadership

model

Figure 13.6

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The Evolution of Leadership (cont.)

Contingency perspective (cont.)• Path-goal theory – focuses on leadership behaviors that

motivate a team through clarification, support, and removal of barriers in pursuit of a goal (p. 338) Four categories of leader behavior

Directive Participative Supportive Achievement oriented

Team member characteristics determine how leader is perceived by the team

Need for affiliation Desire for control Preference for structure Self-perceived level of ability

Task characteristics also influence the team’s motivation Task design Group norms System authority

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The Evolution of Leadership (cont.)

Path-goal theory model

Figure 13.7

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The Evolution of Leadership (cont.)

Path-goal theory motivation factors

Figure 13.8

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The Evolution of Leadership (cont.)

Path-goal theory model

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The Evolution of Leadership (cont.)

Contemporary perspectives on leadership (p. 341)• Transformational leaders – uplift and inspire their

followers to higher levels of motivation and commitment achieved by: Idealized influence (charisma) and inspiration Intellectual stimulation Individualized consideration

• Charismatic leadership – ability to motivate employees to exceed expected performance through a leaders inspiring behavior

• Pseudotransformational leaders – although effective, their primary aim and goals are to seek personal power and wealth or cause harm to others

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The Evolution of Leadership (cont.)

Contemporary perspectives on leadership (cont.)• Empowering leadership – encourages followers to

take greater responsibility for their behavior (p. 341) Particularly appropriate in today’s dynamic and

decentralized organizations

Empowermentmethods

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The Evolution of Leadership (cont.)

Contemporary perspectives on leadership (cont.)• Self-leadership – process through which people

influence themselves to achieve the self-direction and self-motivation necessary to perform (p. 342) Behavior-focused strategies Natural reward strategies Constructive thought strategies

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Beyond Traditional Leadership (p. 342)

Servant leader• Focuses on the needs, objectives, and aspirations of team

members to help them achieve organizational goals• Ideally suited to the service industry

Shared leadership (p. 343)• Collaborative process in which team members share key

leadership roles• Generally involves employees engaging in effective self-

leadership and responsible followership Authentic leadership• Encourages positive psychological capacities, an ethical

climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development

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