Chapter 14

Leadership

2014 Cengage Learning

MGMT6

14-1 explain what leadership is

14-2 describe who leaders are and what effective
leaders do
14-3 explain Fiedlers contingency theory
14-4 describe how path-goal theory works
14-5 explain the normative decision theory
14-6 explain how visionary leadership (i.e.,
charismatic or transformational leadership)
helps leaders achieve strategic leadership

2014 Cengage Learning

Leaders
Managers

vs.

Doing the right thing

What should we be doing?
Vision, mission, goals, objectives
Challenge the status quo
Long-term view
Expand peoples options and
choices
Inspire and motivate people to find
their own solutions
Concerned with ends, what gets
done

2014 Cengage Learning

Doing things right

How can we do what were
already doing better?
Productivity and efficiency
Preservers of status quo
Short-term view
Limit others choices
Sole problems so that others
can do their work
More concerned with means,
how things get done

14-1

Leadership Traits

Trait theory
effective leaders possess a similar set of traits or
characteristics

Leaders are different from followers in:

14-2

drive
desire to lead
honest/integrity
self-confidence
emotional stability
cognitive ability
knowledge of the business

2014 Cengage Learning

Leadership Behaviors
Initiating structure
Consideration

2014 Cengage Learning

14-2

 2014 Cengage Learning

14-2

Fiedlers Contingency Theory

In order to maximize work group
performance, leaders must be matched
to the right leadership situation.
Leaders are effective when the work group they lead
performs well.
Leaders are generally unable to change their
leadership styles, and they will be more effective when
their styles are matched to the proper situation.
The favorableness of a situation permits the leader to
influence the behavior of group members.

2014 Cengage Learning

14-3

Least Preferred Coworker

Leadership style = the way that leaders
generally behave toward their followers.
Leadership styles are tied to leaders
underlying needs and personalities.
Relationship-oriented
Task-oriented
2014 Cengage Learning

14-3

Situational Favorableness
The degree to which a particular situation either
permits or denies a leader the chance to
influence the behavior of group members.
Leader-member relations
Task structure
Position power

2014 Cengage Learning

14-3

 2014 Cengage Learning

14-3

 2014 Cengage Learning

14-3

Leaders and Situations

Fiedler assumes leaders to be
incapable of changing their
leadership styles.
The key matching leaders to
situations
or teaching leaders how to change
situational favorableness
14-3
2014 Cengage Learning

Path-Goal Theory
Leaders can increase subordinate
satisfaction and performance by
clarifying and clearing the paths to
goals and by increasing the number
and kinds of rewards available for goal
attainment.

2014 Cengage Learning

14-4

 2014 Cengage Learning

14-4

Leadership Styles
Directive
Supportive
Participative
Achievement-oriented
2014 Cengage Learning

14-4

Subordinate Contingencies
Perceived ability
Experience
Locus of control
internals vs. externals

14-4

2014 Cengage Learning

Environmental
Contingencies
Task structure
Formal authority system
Primary work group

2014 Cengage Learning

14-4

 2014 Cengage Learning

14-4

Normative Decision Theory

Helps leaders decide how much
employee participation (from none to
letting employees make the entire
decision) should be used when making
decisions.

2014 Cengage Learning

14-5

 2014 Cengage Learning

14-5

 2014 Cengage Learning

14-5

 2014 Cengage Learning

14-5

Visionary Leadership
Creates a positive image of the future
that motivates organizational
members and provides direction for
future planning and goal setting.

2014 Cengage Learning

14-6

Charismatic Leadership
The behavioral tendencies and personal
characteristics of leaders that create an
exceptionally strong relationship with followers.
Articulate a clear vision for the future that is based on
strongly held values or morals
Model those values by acting in a way consistent with the
vision
Communicate high performance expectations to followers
Display confidence in followers abilities to achieve the vision

2014 Cengage Learning

14-6

 2014 Cengage Learning

14-6

Transformational Leadership
Generates awareness and acceptance
of a groups purpose and mission and
gets employees to see beyond their
own needs and self interests for the
good of the group.

2014 Cengage Learning

14-6

Components of Transformational
Leadership
Charismatic leadership or idealized
influence
Inspirational motivation
Intellectual stimulation
Individualized consideration
2014 Cengage Learning

14-6

Transactional Leadership
Based on an exchange process in
which followers are rewarded for good
performance and punished for poor
performance.

2014 Cengage Learning

14-6

Camp Bow Wow

<click screenshot for video>

1. Does Camp Bow Wow CEO

Heidi Ganahl possess
qualities associated with
contemporary leadership?
2. In what way is Heidi
Ganahls leadership
charismatic and visionary?
Give examples.
3. Where does Heidi Ganahls
leadership fall on the
Leader-ship Grid discussed
in the chapter? Explain.

2014 Cengage Learning