| Managers | Are appointed to their position. Can influence people only to the extent of the formal authority of their position. Do not necessarily have the skills and capabilities to be leaders. |
| Leaders | Are appointed or emerge from within a work group. Can influence other people and have managerial authority. Do not necessarily have the skills and capabilities to be managers. |
| Leadership | is the process of influencing a group toward the achievement of goals. |
| Trait Theories (1920s-30s) | Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion. |
| Behavioral Theories | University of Iowa Studies (Kurt Lewin). Identified three leadership styles: Autocratic style: centralized authority, low participation. Democratic style: involvement, high participation, feedback. Laissez faire style: hands-off management; Research findings: mixed results- No specific style was consistently better for producing better performance. Employees were more satisfied under a democratic leader than an autocratic leader. |
| Behavioral Theories (cont’d) | Ohio State Studies. Identified two dimensions of leader behavior. Initiating structure: the role of the leader in defining his or her role and the roles of group members. Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.; Research findings: mixed results. High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strongly influence leadership effectiveness. |
| Behavioral Theories (cont’d) | University of Michigan Studies. Identified two dimensions of leader behavior. Employee oriented: emphasizing personal relationships. Production oriented: emphasizing task accomplishment Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction. |
| Managerial Grid | Appraises leadership styles using two dimensions: Concern for people. Concern for production. Places managerial styles in five categories: Impoverished management. Task management. Middle-of-the-road management. Country club management. Team management (workers perform best). Print exhibit 17.3. |
| The Fiedler Model (cont’d) | Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. Assumptions: A certain leadership style should be most effective in different types of situations. Leaders do not readily change leadership styles. Matching the leader to the situation or changing the situation to make it favorable to the leader is required. |
| Path-Goal Model | States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals. Leaders assume different leadership styles at different times depending on the situation |
| Directive leader- (Path-Goal Model) | greater when task are ambiguous or stressful. Seems redudant to those w/ high skills, better with substantive conflict w/in a group. External locus of control more satisfied |
| Supportive leader- (Path-Goal Model) | better when workers are performing structured task. |
| Participative leader- (Path-Goal Model) | consults w/ group members and uses their suggestions before making a decision. Workers with an internal locus of control more satisfied. |
| Achievement oriented leader- (Path-Goal Model) | sets challenging goals and expects followers to perform at their highest level when task are ambiguously structured |
| Transactional Leadership | Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. |
| Transformational Leadership | Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements. Leaders who also are capable of having a profound and extraordinary effect on their followers. Built on top of transactional leadership. More effective than transactional |
| Charismatic Leadership | An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. Creates high performance and satisfaction among others. Appropriate under high levels of stress. |
| Characteristics of charismatic leaders | Have a vision. Are able to articulate the vision. Are willing to take risks to achieve the vision. Are sensitive to the environment and follower needs. Exhibit behaviors that are out of the ordinary. |
| Visionary Leadership | A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. |
| Visionary leaders have the ability to: | Explain the vision to others. Express the vision not just verbally but through behavior. Extend or apply the vision to different leadership contexts. |
| Legitimate power | The power a leader has as a result of his or her position. Same as authority |
| Coercive power | The power a leader has to punish or control. |
| Reward power | The power to give positive benefits or rewards. |
| Expert power | The influence a leader can exert as a result of his or her expertise. |
| Referent power | The power of a leader that arise because of a person’s desirable resources or admired personal traits. |
| Research Findings | Males and females use different styles: Women tend to adopt a more democratic or participative style unless in a male-dominated job. Women tend to use transformational leadership. Men tend to use transactional leadership. |
Which one of the following describes the leadership style in which a leader tends to centralize authority?
In Autocratic style of leadership the leader centralizes his authority and keeps decision making with himself and very limited participation by subordinates of the group.
Which one of the following leadership styles describes a leader who provides little direction or support?
Delegative Leadership (Laissez-Faire)
Delegative leaders offer little or no guidance to group members and leave the decision-making up to group members. While this style can be useful in situations involving highly qualified experts, it often leads to poorly defined roles and a lack of motivation.
Which of the following leadership styles does Jack use?
Jack, in sharp contrast, is an authoritarian leader who uses fear to force others to accept his ideas and to follow his orders. Jack leaders by force and reward. He bullies and bribes people into following him.
Which of the following best describes the leadership behavior style in which the leader provides guidance and psychological structure?
Participative (Democratic) Leadership
Those leaders practicing the participative leadership style offer guidance to the group, as for their input in decision making but retain final say. Participative leaders make their group feel like they're part of a team, which creates commitment within the group.