Ch10 Leadership

Principles and Practices for Tomorrows Leaders
Gary Dessler
C H APT E R
10
Being a Leader
Leading
PowerPoint Presentation by Charlie Cook

Copyright 2004 Prentice Hall, Inc. All rights reserved.
Chapter Objectives
After studying this chapter and the case exercises at
the end, you should be able to:
1. Decide whether the person has the traits and skills
to be a leader.
2. Identify the leadership style the leader is now using.
3. Recommend, specifically, the extent to which the
leader should let his or her employees participate in
a decision, and why.
4. Size up the leadership situation and recommend the
leadership style to use, and why.
5. Explain how a leader can strengthen his or her
power base.
Copyright 2004 Prentice
102
What Do Leaders Do?

Leadership
One person influencing another to willingly work
toward a predetermined objective.
Effective Leadership
A balance of traits and skills, and leadership styles or
behaviors, all combined in a way thats right for a
particular situation.
Studying Leadership
Focus on the leaders traits and skills, on his or her
behavior, or on how the situation influences what type
of leader is best.
103
The Traits And Skills Of Leadership

Traits
The unchanging characteristics of a person that
predisposes someone to act in a particular way.
Skills
The ability to do something in an effective manner.
Traits or skills on which leaders differ from

nonleaders:
Drive, the desire to lead, honesty and integrity, selfconfidence, cognitive ability, and knowledge of the
business.
104
105
Power and Leadership

Legitimate Sources of Power
Position in the organization (formal authority)
Reward
Coerce or punish
Expertise
Referent power (charisma)
Control over information or access to resources
(gatekeeper)
106
Leader Behaviors
The Ohio State Studies
The Ohio State Dimensions of Leadership:
Consideration
Leader behavior indicative of mutual trust, friendship,

support, respect, and warmth.
Example: The leader is friendly and approachable.
Initiating
structure
Leader behavior by which the person organizes the work

to be done and defines relationships or roles, the channels
of communication, and ways of getting jobs done.
Example: The leader lets group member know what is
expected of them.
107
Leader Behaviors: The Ohio State

Studies
Dimensions of Leadership:
Consideration
Leader
behavior indicative of mutual trust, friendship,

support, respect, and warmth.
Example: The leader is friendly and approachable.
Initiating structure
Leader
behavior by which the person organizes the work

to be done and defines relationships or roles, the
channels of communication, and ways of getting jobs
done.
Example: The leader lets group member know what is
expected of them.
108
Leader Behaviors: The University of

Michigan Studies
Leadership Styles (Orientation)
Employee-oriented Leader
A
leader who focuses on the needs of employees and

emphasizes building good interpersonal relationships.
Job-centered Leader
A
leader who focuses on production and on a jobs

technical aspects.
109
Leader Behaviors: The University of

Michigan Studies (contd)
Leadership Styles
Close supervision
A
leadership style involving close, hands-on monitoring

of subordinates and their work.
Laissez-faire leader
A
leader who takes a hands-off approach toward

supervising subordinates.
General leader
A
leader who takes a middle-ground approach between

close supervision and laissez-faire leadership.
1010
Participative and Autocratic Styles

Autocratic Leader
A leader who solves problems and makes the
decisions alone, using the information available at the
time.
Participative Leader
A leader who shares the problem with subordinates
as a group so that together, they can generate and
evaluate alternatives in order to reach consensus on
a solution.
1011
Transactional versus Transformational

Leadership Behaviors
Transactional Leadership Behaviors
Leadership actions that focus on accomplishing the
tasks at hand and on maintaining good working
relationships by exchanging promises of rewards for
performance.
Transformational Leadership Behaviors

Leadership actions that involve influencing major
changes in the attitudes and assumptions of
organization members and building commitment for
the organizations mission, objectives, and strategies.
1012
Checklist 10.1
How to Be a Transformational Leader
Articulate a clear and appealing vision.
Explain how the vision can be attained.
Act confident and optimistic.
Express confidence in followers.
Provide opportunities for early successes.
Celebrate successes.
Use dramatic, symbolic actions to emphasize key

values.
Lead by example.
Empower people to achieve the vision.
1013
The Main Behaviors of Level 5 Leaders

Personal Humility
Demonstrates a compelling
modesty, shunning public adulation,
never boastful.
Acts with quiet, calm determination;
relies principally on inspired
standards, not inspiring charisma, to
motivate.
Channels ambition into the
company not the self; sets up
successors for even more greatness
in the next generation.
Looks in the mirror, not out the
window, to apportion responsibility
for poor results, never blaming other
people, external factors, or bad luck.
Professional Will
Creates superb results, a clear
catalyst in the transition from good
to great.
Demonstrates an unwavering
resolve to do whatever must be
done to produce the best long-term
results, no matter how difficult.
Sets the standard of building an
enduring great company; will settle
for nothing less.
Looks out the window, not in the
mirror, to apportion credit for the
success of the companyto other
people, external factors, and good
luck.
FIGURE 101
Source: Jim Collins, Level 5 Leadership,

Harvard Business Review, January 2001, p. 73.
1014
Six Leadership Styles at a Glance
Source: Daniel Goleman, Leadership That Gets Results,

Harvard Business Review, MarchApril 2000, pp. 8283.
FIGURE 102a
1015
Six Leadership Styles at a Glance (contd)

FIGURE 102b
1016
Six Leadership Styles at a Glance (contd)

FIGURE 102c
1017
Situational Theories Of Leadership

Fiedlers Contingency Theory of Leadership
Least Preferred Co-worker (LPC) Scale
Leaders
who describe their least preferred coworker

favorably (pleasant, smart, and so on) are high LPC
and are considered more people-oriented.
Low LPCs describe least preferred coworkers
unfavorably; theyre less people-oriented and more
task-oriented.
1018
Fiedlers
LPC
Leadership
Scale
Source: Fred E. Fiedler, A Theory of

Leadership Effectiveness (New York:
McGraw-Hill, 1967), p. 41.
FIGURE103
1019

Appropriateness of a high-LPC or low-LPC
leadership style depends upon:
Position power
The
degree to which the position itself enables the

leader to get group members to comply with and accept
his or her decisions and leadership
Task structure
How
routine and predictable the work groups task is.
Leader-member relations
The
extent to which the leader gets along with workers

and the extent to which they have confidence in and are
loyal to him or her.
1020
How the Style of Effective Leadership

Varies with the Situation
Source: Adapted and reprinted by permission of the Harvard Business Review. How the Style of Effective
Leadership Varies with the Situation from Engineer the Job to Fit the Manager by Fred E. Fiedler, September
October 1965. Copyright 1965 by the President and Fellows of Harvard College; all rights reserved.
FIGURE 104
1021

(contd)
PathGoal Leadership Theory (House)
Assumes that the leaders job is to ensure that
followers are motivated to do their jobs, and is based
on the expectancy theory of motivation.
The leaders job
To
increase the personal rewards subordinates receive

for attaining goals
To make the path to these goals easier to follow by
reducing roadblockssetting goals, explaining what
needs to be done, and organizing the work.
1022
1023

(contd)
Substitutes for Leadership Theory (Kerr and
Jermier)
Various characteristics of subordinates, the task, and
the organization may either substitute for (render
unnecessary) direct intervention by the leader or
neutralize (prevent) the leaders best efforts.
Implications for leaders:
Choose
the right followers

Organize the task properly
1024
1025

(contd)
LeaderMember Exchange (LMX) Theory
The theory that leaders may use different leadership
styles with different members of the same workgroup,
based in part on perceived similarities and differences
with the leader.
Leaders
tend to divide subordinates into an in-group

and an out-group based on perceived leadermember
similarities.
Members of the in-group tend to perform better than do
those in the out-group.
1026

(contd)
The VroomJagoYetton Model
A situational model based on a continuum of five
decision styles with differing degrees of employee
participation that enables leaders to analyze a
situation and decide how much participation is called
for using:
A
set of management decision styles

A set of diagnostic questions
A decision tree for identifying how much participation
the situation calls for.
1027
VroomJagoYetton Models Diagnostic

Questions
Is there a quality requirement such that one solution is likely
to be more rational than another?
Is there sufficient information to make a high-quality decision?
Is the problem structured?
Is acceptance of the decision by subordinates critical to
effective implementation?
If you alone make the decision, is it reasonably certain that it
would be accepted by your subordinates?
Do subordinates share the organizational goals to be obtained
in solving this problem?
Is conflict among subordinates likely over preferred solutions?
1028
Types of Management Decision Styles
FIGURE 105
1029
Vroom and Yetton Decision Process Flow Chart

(Decision Tree)
Source: Adapted from Leadership and Decisionmaking by Victor H. Vroom

and Philip W. Yetton, by permission of the University of Pittsburgh Press.
Copyright 1973 by University of Pittsburgh Press.
FIGURE 106
1030

HerseyBlanchard Situational Leadership Model
A model aims to provide a practical way for a leader
to decide how to adapt his or her style to the task.
Model focuses on four leadership styles:
The
delegating style lets the members of the group

decide what to do.
The participating style asks the members of the group
what to do, but makes the final decisions.
The selling style makes the decision but explains the
reasons.
The telling style makes the decision and tells the group
what to do.
1031
Summary of the Situational Leadership Model
Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in

Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission.
FIGURE 107
1032
Applying the
Situational
Leadership
Model
Source: Adapted from Paul Hersey,

Situational Selling (Escondido, CA: Center for
Leadership Studies, 1985), p. 19. Reprinted
with permission.
FIGURE 108
1033
How to Think Like a Leader
Source: Adapted from Jeffrey A. McNally, Stephen J. Gerra, and R. Craig Bollis, Teaching
Leadership at the U.S. Military Academy at West Point. Journal of Applied Behavioral Science,
32:2, p. 178, copyright 1996 by Sage Publications. Reprinted by permission of Sage Publications.
FIGURE 109
1034
How To Improve Your Leadership Skills

Skill 1: Think Like a Leader
Identify what is happening
Explain why it is happening
Decide what you are going to do about it.
Skill 2: Use an Appropriate Leadership Style

Leaders usually fit their style to the situation.
Different leadership styles are appropriate to different
situations.
Skill 3: Pick the Right Leadership Situation

Gravitate toward leadership situations that fit your
favored leadership style.
1035
How To Improve Your Leadership Skills

Skill 4: Build Your Power Base
Bolster your leadership potential by enhancing your
authority (increasing your power).
Skill 5: Exercise Better Judgment

Decisiveness and good judgment (cognitive ability)
are important leadership traits.
Skill 6: Improve Leadership Traits and Skills

Exhibit self-confidence.
Display honesty and integrity.
Increase your knowledge of the business.
1036

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Principles and Practices for Tomorrows Leaders

PowerPoint Presentation by Charlie Cook

Copyright 2004 Prentice

What Do Leaders Do?

The Traits And Skills Of Leadership

Traits or skills on which leaders differ from

Copyright 2004 Prentice

Power and Leadership

Copyright 2004 Prentice

Leader behavior indicative of mutual trust, friendship,

Leader behavior by which the person organizes the work

Copyright 2004 Prentice

Leader Behaviors: The Ohio State

behavior indicative of mutual trust, friendship,

behavior by which the person organizes the work

Copyright 2004 Prentice

Leader Behaviors: The University of

leader who focuses on the needs of employees and

leader who focuses on production and on a jobs

Copyright 2004 Prentice

Leader Behaviors: The University of

leadership style involving close, hands-on monitoring

leader who takes a hands-off approach toward

leader who takes a middle-ground approach between

Copyright 2004 Prentice

Participative and Autocratic Styles

Copyright 2004 Prentice

Transactional versus Transformational

Transformational Leadership Behaviors

Articulate a clear and appealing vision.

Explain how the vision can be attained.

Act confident and optimistic.

Express confidence in followers.

Provide opportunities for early successes.

Use dramatic, symbolic actions to emphasize key

Empower people to achieve the vision.

Copyright 2004 Prentice

The Main Behaviors of Level 5 Leaders

Copyright 2004 Prentice

Source: Jim Collins, Level 5 Leadership,

Six Leadership Styles at a Glance

Source: Daniel Goleman, Leadership That Gets Results,

Copyright 2004 Prentice

Six Leadership Styles at a Glance (contd)

Source: Daniel Goleman, Leadership That Gets Results,

Copyright 2004 Prentice

Six Leadership Styles at a Glance (contd)

Source: Daniel Goleman, Leadership That Gets Results,

Copyright 2004 Prentice

Situational Theories Of Leadership

who describe their least preferred coworker

Copyright 2004 Prentice

Source: Fred E. Fiedler, A Theory of

Copyright 2004 Prentice

Situational Theories Of Leadership

degree to which the position itself enables the

routine and predictable the work groups task is.

extent to which the leader gets along with workers

Copyright 2004 Prentice

How the Style of Effective Leadership

Copyright 2004 Prentice

Situational Theories Of Leadership

increase the personal rewards subordinates receive

Copyright 2004 Prentice