Daft Mngt13e PPT ch15

Management, 13e
Richard L. Daft
Chapter 15
Leadership
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Nature of Leadership
❖ Many styles of leadership can be effective

❖ People, influence, and goals
❖ Leadership: the ability to influence people
toward the attainment of goals
❖ Reciprocal, occurring among people
❖ A “people” activity, distinct from
administration or problem solving
2
Contemporary Leadership
(slide 1 of 2)
❖ Concept of leadership evolves as the needs

of organizations change
❖ Leadership has evolved with technology,
economic conditions, labor conditions, and
social and cultural mores of the times
❖ Response to the turbulence and uncertainty
of the environment
3
Contemporary Leadership
(slide 2 of 2)
❖ Four approaches for today’s turbulent times

❖ Level 5 leadership
❖ Servant leadership
❖ Authentic leadership
❖ Interactive leadership (gender differences)
4
Level 5 Leadership
❖ Highest level in a hierarchy of manager

capabilities
❖ Lack of ego (humility)
❖ Humility: being unpretentious and modest
❖ Fierce resolve to do what is best for
organization
❖ May seem shy and self-effacing
❖ Accept responsibility for failures and give
credit for success to other people
5
15.1 Level 5 Hierarchy
6
Servant Leadership
❖ Some leaders assume work exists for the

development of the worker as much as the
worker exists to do the work
❖ Servant leader: leader who transcends
self-interest to serve others, the
organization, and society
❖ Servant leaders give away power, ideas,
information, recognition, credit, and money
7
Authentic Leadership
❖ Authentic leadership: individuals who know

and understand themselves, who espouse
and act consistently with higher-order
ethical values, and who empower and
inspire others with their openness and
authenticity
8
15.2 Components of
Authentic Leadership
9
Interactive Leadership
❖ Some general characteristics are

associated with Level 5 leaders and female
leaders
❖ Interactive leadership: leader favors a
consensual and collaborative process, and
influence derives from relationships rather
than position power and formal authority
10
Leadership Behaviors
Differences in
15.3 Gender
11
From Management to
Leadership
❖ Good management is essential to
organizations, yet managers must be leaders
too
❖ Management promotes stability and order
within the existing organizational structure
❖ Leadership promotes vision and change
12
Manager Qualities
15.4 Leader and
13
Leadership Traits
(slide 1 of 2)
❖ Early research on leadership focused on

traits
❖ Traits: distinguishing personal characteristics
of a leader
❖ Early research looked at the Great Man
approach to leadership
❖ Traits are reemerging as a leadership
interest
14
Leadership Traits
(slide 2 of 2)
❖ Effective leaders possess varied traits and

combine these with their strengths
❖ Strengths: natural talents and abilities that
have been supported and reinforced with
learned knowledge and skills and provide
each individual with the best tools for
accomplishment and satisfaction
15
15.5 Personal Characteristics
of Leaders
16
Behavioral Approaches
❖ Leaders’ traits alone don’t explain effective

leadership
❖ Two leadership behaviors
❖ Task-oriented behavior
❖ People-oriented behavior
17
Task Versus People
(slide 1 of 2)
❖ Ohio State studies identified two behaviors

❖ Consideration: extent to which the leader is
mindful of subordinates, respects their ideas
and feelings, and establishes mutual trust
❖ People-oriented behavior
❖ Initiating structure: extent to which the
leader is task-oriented and directs
subordinate work activities toward goal
attainment
❖ Task-oriented behavior
18
Task Versus People
(slide 2 of 2)
❖ University of Michigan compared behavior

of effective and ineffective supervisors
❖ Employee-centered leaders (most effective)
❖ Establish high performance goals
❖ Display supportive behavior to subordinates
❖ Job-centered leaders (less effective)
❖ Focus on meeting schedules,
cost-management, and production
efficiency
❖ Less concerned with goal achievement and
human needs
19
15.6 The Leadership Grid
20
Contingency Approaches
❖ Contingency approaches: methods of

exploring how the organizational situation
influences leader effectiveness
❖ Approaches
❖ Situational model
❖ Fiedler’s contingency theory
❖ Situational substitutes
21
Situational Model of
Leadership
❖ Extension of behavioral theories
❖ Focuses on characteristics of followers
❖ Seeks appropriate leadership behavior
❖ Subordinates vary in readiness
❖ Readiness is determined by subordinate’s
degree of willingness and ability
22
15.7 Situational Model
of Leadership
23
Fiedler’s Contingency Theory
❖ Leader’s style is task-oriented or

relationship-oriented
❖ Leadership style is difficult to change
❖ It’s better to match the leader’s style to
favorability and the organizational situation
24
15.8 How Leader Style Fits
the Situation
25
Situational Substitutes for
Leadership
❖ Substitute for leadership: something that
makes the leadership style unnecessary or
redundant
❖ Neutralizer: something that counteracts the
leadership style and prevents the leader
from displaying certain behaviors
26
15.9 Substitutes and
Neutralizers for Leadership
27
Charismatic and
Transformational Leadership
❖ Some approaches are more effective at
inspiring commitment and enthusiasm
❖ Effective approaches
❖ Charismatic leadership
❖ Transformational leadership
28
Charismatic Leadership
❖ Charismatic leader: individual who has the

ability to inspire and motivate people to do
more than they would normally do, despite
obstacles and personal sacrifice
❖ Source of charismatic leader’s impact
❖ Lofty vision
❖ Ability to understand and empathize
❖ Empowering and trusting subordinates
❖ Vision: attractive, ideal future that is
credible yet not readily available
29
Transformational Versus
Transactional Leadership (slide 1 of 2)
❖ Transformational leaders: individuals
distinguished by their special ability to bring
about innovation and change
❖ Recognize followers’ needs and concerns
❖ Provide meaning
❖ Challenge people to look at old problems in
new ways
❖ Act as role models for new values and
behaviors
30
Transformational Versus
Transactional Leadership (slide 2 of 2)
❖ Transactional leaders: individuals who clarify
the role and task requirements of
subordinates, initiate structure, provide
appropriate rewards, and try to be
considerate and meet the social needs of
subordinates
31
Followership (slide 1 of 2)
❖ Organization does not exist without

followers
❖ Top five desired qualities
32
Followership (slide 2 of 2)
❖ Type of followers determined by extent of

passivity, independence, and critical
thinking
❖ Alienated follower
❖ Conformist
❖ Pragmatic survivor
❖ Passive follower
❖ Effective follower
33
15.10 Styles of Followership
34
Power and Influence
❖ Power: potential ability to influence the

behavior of others
❖ Influence: the effect that a person’s actions
have on the attitudes, values, beliefs, or
behavior of others
35
Types of Power (slide 1 of 2)
❖ Hard position power: power from the

organization
❖ Legitimate power
❖ Reward power
❖ Coercive power
❖ Personal soft power: power from the
individual
❖ Expert power
❖ Referent power
36
Types of Power (slide 2 of 2)
❖ Other sources of power: power not from

organization or individual
❖ Personal effort
❖ Network of relationships
❖ Information
37
15.11 Six Interpersonal
Influence Tactics for Leaders
38

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Management, 13e

❖ Many styles of leadership can be effective

❖ Concept of leadership evolves as the needs

❖ Four approaches for today’s turbulent times

❖ Highest level in a hierarchy of manager

❖ Some leaders assume work exists for the

❖ Authentic leadership: individuals who know

❖ Some general characteristics are

❖ Early research on leadership focused on

❖ Effective leaders possess varied traits and

❖ Leaders’ traits alone don’t explain effective

❖ Ohio State studies identified two behaviors

❖ University of Michigan compared behavior

❖ Contingency approaches: methods of

❖ Leader’s style is task-oriented or

❖ Charismatic leader: individual who has the

❖ Organization does not exist without

❖ Type of followers determined by extent of

❖ Power: potential ability to influence the

❖ Hard position power: power from the

❖ Other sources of power: power not from

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