Leadership
Chapter 15
MANAGEMENT
Meeting and Exceeding Customer Expectations
EIGHTH EDITION
Prepared by
Deborah Baker
Texas Christian University
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved
1
learning objectives
1. Discuss leadership traits, skills, and behaviors
2. Differentiate between management and
leadership
3. Describe the five sources of power leaders may
possess
4. Differentiate between positive and negative
motivation
5. Describe the three decision-making styles used
Chapter 15
by leaders
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learning objectives
(continued)
6. Explain the two primary approaches leaders can
take: task centered and people centered
7. Describe the three theories of situational
leadership
Chapter 15
8. Discuss the three challenges facing leaders
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Leading
Establishing values, culture, and climate
Defining a mission
Identifying core competencies
Scanning environments
Sensing the need for change
Creating a vision for the future
Enlisting cooperation and support for the vision
Keeping people and processes focused on
satisfying various customers
Chapter 15
Unleashing the full potential from human
resources
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Those Who Practice Leadership…
Guide
Direct
Counsel
Coach
Chapter 15
Persuade
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Inspire others
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Leadership and Influence
Leadership
Leadership
Chapter 15
Influence
Influence
The process of influencing
individuals and groups to set
and achieve goals
The power to sway people to
one’s will or views
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Leadership Variables
The
The leader
leader
Those
Those being
being led
led
Chapter 15
The
The circumstances
circumstances and
and situations
situations they
they are
are facing
facing
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Leadership Traits
Chapter 15
Traits
Traits
Adaptable
Alert to social environment
Ambitious & achievement-oriented
Assertive
Cooperative
Decisive
Dependable
Dominant
Energetic
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
Skills
Skills
Cleverness (intelligence)
Conceptual ability
Creativity
Diplomacy and tact
Fluency in speaking
Knowledge about the group task
Organizational ability
Persuasiveness
Social ability
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Leadership Behaviors
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Yukl’s
Yukl’sLeadership
LeadershipBehaviors
Behaviors
Performance emphasis
Consideration
Inspiration
Praise-recognition
Structuring reward
contingencies
6. Decision participation
7. Autonomy-delegation
8. Role clarification
9. Goal setting
10. Training-coaching
11. Information dissemination
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1.
2.
3.
4.
5.
12.
13.
14.
15.
16.
17.
18.
19.
Problem solving
Planning
Coordinating
Work facilitation
Representation
Interaction facilitation
Conflict management
Criticism-discipline
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22
Management versus Leadership
People Who Have Both Leadership Ability
and Management Ability
Chapter 15
Leadership
Ability
Management
Ability
People Who Have
Leadership Ability
but Are Not Managers
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People Who Have
Management Ability
but Are Not Leaders
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Management versus Leadership
Chapter 15
Management
Management
Leadership
Leadership
Planning and budgeting
Establishing direction
Organizing and staffing
Aligning people
Controlling and problem
solving
Motivating and inspiring
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33
The Five Sources of Power
Legitimate
Legitimate
Chapter 15
Reward
Reward
Coercive
Coercive
Expert
Expert
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Referent
Referent
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The Five Sources of Power
Legitimate Power – derives from their positions
in their organizations
Coercive Power – result of the exercise of
legitimate power
Reward Power – the right to promise or grant
rewards, such as raises and promotions, is often
the result of exercising legitimate power
Expert Power – a person’s abilities, skills,
knowledge, and experience can exert influence
when others value them
Referent Power – related to the kind of personality
Chapter 15
or personal attractiveness
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44
Motivation Continuum
Opportunities for Advancement
Responsibility
Positive
Motivation
Recognition
Financial Rewards
Praise
Status
Threats
Chapter 15
Negative
Motivation
Reprimands
Financial Penalties
Suspension
Termination
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55
Decision-Making Styles
Autocratic
Autocratic
Style
Style
Chapter 15
Participative
Participative
Style
Style
Free-Rein
Free-Rein
Style
Style
Which
Whichstyle
style aamanager
manager chooses
choosesshould
should
relate
relateto
to the
thesituation
situation encountered.
encountered.
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Leadership Styles and the
Distribution of Decision-Making
Authority
Manager’s Exercise of
Authority
Subordinates’ Share of
Decision-Making Authority
Autocratic Style
Chapter 15
Manager makes
decision,
announces it,
and seeks
feedback
Participative
Style
Manager makes
decision with input
from subordinates
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Free-Rein Style
Subordinate
makes decision
subject to limits
set by boss
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Autocratic Style
Managers
Managersmust:
must:
Know
Knowwhat
whatneeds
needsto
to be
bedone
done
Possess
Possessexpert
expertpower
power
Face
Face issues
issuesthat
thatthey
theyare
are best
bestequipped
equipped to
to solve
solve
Create
Createsolutions
solutionsin
in which
whichimplementation
implementation does
does
not
notdepend
depend on
onothers
others
Chapter 15
Desire
Desireto
to communicate
communicate through
throughorders
orders and
and
instructions
instructions
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Participative Style
Managers:
Managers:
Chapter 15
Share
Share decision-making
decision-making authority
authority with
with
subordinates
subordinates
Involves
Involvesothers
othersand
and lets
letsthem
thembring
bringtheir
their
viewpoints,
viewpoints,talents,
talents,and
and experiences
experiencesto
to bear
bear
on
onan
anissue
issue
Use
Useto
to resolve
resolve issues
issuesthat
thataffect
affectmore
more than
than
just
justthe
the manager
manager
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Free-Rein Style
55
Managers:
Managers:
Rely
Relyheavily
heavilyon
on delegation
delegationof
of authority
authority
Set
Setlimits
limitsand
and remain
remainavailable
available for
for consultation
consultation
Chapter 15
Hold
Hold participants
participantsaccountable
accountable for
for their
their actions
actions
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66
Emphasis of Task Orientation
Technology
Technology
Plans
Plans
Programs
Programs
Goals
Goals
Chapter 15
Methods
Methods
Deadlines
Deadlines
Getting
Getting the
the
work
work out
out
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66
Emphasis of People Orientation
Chapter 15
Teamwork
Teamwork
Relationships
Relationships
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Mutual
Mutual
Trust
Trust
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Chapter 15
66
The Leadership Grid
®
Source: This image is an adaptation of The Leadership Grid® figure as it appears in The Power to Change, Rachel McKee and Bruce Carlson
(Austin: Grid International, Inc.), p. 16. Copyright © 1999 by Grid International, Inc. Reproduced by permission of the owners.
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved
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Theories of Situational Leadership
Contingency
Contingency
Model
Model
Chapter 15
Path–Goal
Path–Goal
Theory
Theory
Life-Cycle
Life-Cycle
Theory
Theory
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Chapter 15
77
Fielder’s Contingency Model
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77
House & Mitchell’s Path–Goal
Theory
Leadership style is effective on the basis of
how successfully leaders support their
subordinates’ perceptions of:
Chapter 15
Goals that need to be achieved
Rewards for successful performance
Behaviors that lead to successful performance
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