Leadership

Topic

16

Prof. James J. BarkocyBus100

16–2

Managers vs. Leaders

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.

16–3

Sources of Managerial Power

16–4

How Followers Respond to the Influence

Tactics of Leaders

Commitment: Followers are

enthusiastic to achieve the leaders’

objectives, and they accept the

objectives as their own

Compliance: Followers do what

they are told, but without any

enthusiasm.

Resistance: Followers may appear

to respond but not actually do so.

Or they may get angry and even

sabotage the leader’s plan

Most Likely Response

Of Followers

Type of Influence

Tactic Used by Leaders

Charisma

Reward

Coercion

Formal

Position

Expertise

16–5

Leading Through

Empowerment

The Need

For Quick

Decisions

Downsizing

and Larger

Spans of

Control

16–6

• Research focused on identifying personal characteristics that differentiated leaders from nonleaderswas 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.

Trait Theories (1920s-

30s)

16–7

Behavioral Models

Behavioral Model

Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates

Consideration

(People-oriented)

Initiating Structure

(Task-oriented)

16–8

Fiedler’s Contingency Model

16–9

Situational Leadership Theory

16–10

House’s Path-Goal Theory

16–11

Jobs That Are

Unambiguous or

Highly Satisfying

Workgroups

That Are Cohesive

Workers That Are

Experienced or

Highly-trained

Goals That Are

Formalized or

Rules That Are Rigid

16–12

Transformational Leaders

Promote Development

Charismatic

Intellectually

Stimulating

16–13

Transactional

Leaders

Maintain

Relationships

Accomplish

Tasks at Hand

Build

Commitment

Leadership

Styles Compared

Transformational

Leaders

Influence

Major Changes

16–14

Specific Team Leadership Roles

16–15

Gender and Leadership

Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.