MANAGEMENT: A GLOBAL PERSPECTIVE,

Weihrich and Koontz

Chapter 15. Leadership

After studying this chapter, you should understand:

1. Leadership and its ingredients. 2. The trait approaches to leadership and their limitations. 3. Various leadership styles based on the use of authority. 4. Blake and Mouton's managerial grid and the resulting extreme leadership styles. 5. The contingency approach to leadership. 6. The path-goal approach to leadership effectiveness. 7. The difference between transactional and transformational leaders

Defining Leadership
Leadership is the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals
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Ingredients of Leadership
1. Leadership as power (see Chapter 9). 2. Leadership as fundamental understanding of people 3. Leadership as the ability to inspire followers to apply their full capabilities 4. Leadership as the style and the development of the organizational climate
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Fundamental Principle of Leadership

Since people tend to follow those who, in their view, offer them a means of satisfying their own personal goals, the more managers understand what motivates their subordinates and how these motivations operate, and the more they reflect this understanding in carrying out their managerial actions, the more effective they are likely to be as leaders

Leadership Styles Based on Use of Authority

The autocratic leader commands and expects compliance, is dogmatic and positive, and leads by the ability to withhold or give rewards and punishment The democratic, or participative, leader consults with subordinates and encourages participation from them The free-rein leader uses his/ her power very little, if at all, giving subordinates a high degree of independence in their operations
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Leadership Styles Based on Use of Authority

The Managerial Grid

The grid has two dimensions: concern for people and concern for production

The Managerial Grid

Leadership as a Continuum
Leadership continuum conceptualizes leadership as involving a variety of styles, ranging from one that is highly bosscentered to one that is highly subordinatecentered

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Fiedler's Contingency Approach to Leadership People become leaders not only because of the attributes of their personalities but also because of various situational factors and the interactions between leaders and group members
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Critical Dimensions of the Leadership Situation (Fiedler)

Position power Task structure Leadermember relations

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The Pathgoal Approach to Leadership Effectiveness

Pathgoal theory suggests that the main function of the leader is to clarify and set goals with subordinates, help them find the best path for achieving the goals, and remove obstacles

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Transactional and Transformational Leadership

Transactional leaders identify what subordinates need to do to achieve objectives, clarify organizational roles and tasks, set up an organization structure, reward performance, and are considerate for the social needs of its followers Transformational leaders articulate a vision and inspire followers. They have the capacity to motivate, shape the organizational culture, and create a climate favorable for organizational change
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