Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Sixteen hapter Leadership In Organizations © 2000 by Harcourt, Inc

Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters

Sixteenhapter

Leadership In Organizations

© 2000 by Harcourt, Inc.

All rights reserved. Requests for permission to make copies of any part of the work should be mailed to the following address: Permissions Department, Harcourt, Inc., 6277 Sea Harbor Drive, Orlando, Florida 32887-6777.


Leadership

The ability to influence people toward the attainment of organizational goals.

Leadership is reciprocal, occurring among people.Leadership is a “people” activity, distinct from

administrative paper shuffling or problem-solving activities.

Leadership is dynamic and involves the use of power.

Eddie Bauer


Leadership versus Management

Management Power:* comes from organizational structure, it promotes

stability, order, and problem solving within the structure

Leadership Power:* comes from personal sources, such as personal interests,

goals, and values* promotes vision, creativity, and change

The major differences between the leader and the manager

relates to their source of power and level of compliance .


Five Sources of Power

Legitimate Power: power coming from a formal management position.

Reward Power: stems from the authority to bestow rewards on other people.

Coercive Power: the authority to punish or recommend punishment.

Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.

Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader

Legitimate Power: power coming from a formal management position.

Reward Power: stems from the authority to bestow rewards on other people.

Coercive Power: the authority to punish or recommend punishment.

Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.

Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader


Leadership versusManagement Qualities

MINDRational

ConsultingPersistent

Problem solvingTough-minded

AnalyticalStructuredDeliberate

AuthoritativeStabilizing

Position power

SOULVisionaryPassionateCreativeFlexible

InspiringInnovative

CourageousImaginative

ExperimentalInitiates changePersonal power

MANAGERLEADER

Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12


Personal Characteristicsof Leaders

Physical characteristicsActivityEnergy

Social backgroundMobility

Intelligence and abilityJudgment, decisivenessKnowledgeFluency of speech

PersonalityAlertnessOriginality, creativityPersonal integritySelf-confidence

Work-related characteristicsAchievement driveDrive for responsibilityResponsibility in pursuit of goalsTask orientation

Social characteristicsAbility to enlist cooperationPopularity, prestigeSociability, interpersonal skillsSocial participationTact, diplomacy

Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).


Behavioral Approaches That Help Determine Leadership Effectiveness

Consideration:

– Is mindful of subordinates

– Establishes mutual trust

– Provides open communication

– Develops teamwork

Initiating Structure:

– Is task oriented

– Directs subordinate work activities toward goal attainment

– Typically give instructions, spend time planning, and emphasize deadlines

– Provide explicit schedules of work activities

Eddie Bauer, Career, Benefits


The Leadership Grid Figure

High

High

Low

Low

Concern for Production

Con

cern

for

Peo

ple

1,9Country Club ManagementThoughtful attention to theneeds of people for satisfyingrelationships leads to a com-fortable, friendly organizationatmosphere and work tempo.

Impoverished ManagementExertion of minimum effortto get required work doneis appropriate to sustainorganization membership.1,1

9,9Team ManagementWork accomplishment is fromcommitted people; interdependencethrough a “common stake” inorganization purpose leads torelationships of trust and respect.

5,5Middle-of-the-Road ManagementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining morale ofpeople at a satisfactory level.

Authority-ComplianceEfficiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree. 9,1

Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.


Contingency Approach

Describes the relationship between leadership styles and specific organizational situations

Relationship-oriented leader is concerned with people

Task-oriented leader is primarily motivated by task accomplishment


Three Elements ofLeadership Situations

Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader

Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals

Position power: is the extent to which the leader has formal authority over subordinates


Hersey and Blanchard’sSituational Theory

• A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates.


Path-Goal Theory

• Contingency approach, the leader’s responsibility is to increase subordinates motivation to attain personal and organizational goals


Path-Goal Classification ofLeader Behaviors

Supportive leadership:

… Leader behavior that shows concern for subordinates

… Open, friendly, and approachable

… Creates a team climate

… Treats subordinates as equals

Directive leadership:

… Tells subordinates exactly what they are supposed to do

… Planning, making schedules, setting performance goals, and behavior standards

Participative leadership:

… Consults with his or her subordinates about decisions

Achievement-oriented leadership:

… Sets clear and challenging goals for subordinates

… Behavior stresses high-quality performance


Situational ContingenciesTwo important situational contingencies

in the path-goal theory

The personal characteristics of group membersThe work environment


Change LeadershipTransactional Leaders: Clarify the role and task requirements of subordinates Initiate structure Provide appropriate rewards Try to be considerate Meet the social needs of subordinates

Charismatic Leaders: The ability to inspire Motivate people to do more than they would normally do Tend to be less predictable than transactional leaders Create an atmosphere of change May be obsessed by visionary ideas

Transactional Leaders: Clarify the role and task requirements of subordinates Initiate structure Provide appropriate rewards Try to be considerate Meet the social needs of subordinates

Charismatic Leaders: The ability to inspire Motivate people to do more than they would normally do Tend to be less predictable than transactional leaders Create an atmosphere of change May be obsessed by visionary ideas


Leaders in a Learning Organization

Create a shared vision

Design structure

Servant leadership

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Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Sixteen hapter Leadership In Organizations © 2000 by Harcourt, Inc