Chapter 10
Leadership I:
Basic Concepts
and Processes
PowerPoint slides by
R. Dennis Middlemist
Colorado State University
Learning Objectives
After studying this chapter, you should be
able to:
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Describe the fundamental nature of
leadership as part of the managerial role.
Identify the different types and sources of
power available to a leader.
Analyze the issues involved in the use of
power.
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Learning Objectives
After studying this chapter, you should be
able to:
3
Explain the current view of the importance of
leadership traits and skills.
Discuss the utility of the two major
categories of leader behavior.
Analyze the importance and nature of the
leader-follower relationship.
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Learning Objectives
After studying this chapter, you should be
able to:
4
Describe how different situations affect the
leadership process
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Strategic Leadership
Strategic leadership
Thinking and acting strategically while working with
others to create a viable future for the organization
Anticipate events (analyze the external environment)
Envision the organization’s future (analyze the
internal resources and develop a vision for the
organization or some unit within it)
Remain flexible in order to adapt to conditions as
they change
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What is Leadership?
Organizational leadership
Social influence process
Attempts to influence other
people in attaining some goal
Positions labeled as
management or supervision
have more opportunities to exercise
influence
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What is Leadership?
Effective leadership
Influence that assists a group or
an organization in meeting its
goals and objectives and
performing successfully
Enabling behavior
Helps
other people accomplish more than if there
had been no such leadership
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Leadership and Power
Power
The capacity or ability to influence
Greater power leads to greater
capacity to influence
Can be used to overcome resistance
Abuse of power can lead to undesirable or
negative consequences
Skillful use of power may produce positive
outcomes
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Types and Sources of Power
Position power
Based on a manager's rank in an
organizational structure
Given to the manager by superiors
Personal power
Based on a person's individual characteristics
Stay with the individual regardless of his or her
position in the organizational structure
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Types of Power
Position Powers
Legitimate—How much
authority does the organization
give to your position?
Reward—Are you able to give
others the rewards they want?
Personal Powers
Expert—Do you have
knowledge that others need?
Referent—Do others respect
you and want to be like you?
Coercive—Are you able to
punish others or withhold
rewards?
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Adapted from Exhibit 10.1: Types of Power
Four Key Issues in Using
Power
How much power
should be used?
Should power
be shared?
Which types of power
should be used?
How can power
be put to use?
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Adapted from Exhibit 10.2: Four Key Issues in Using Power
Types of Influence Tactics
Rational Persuasion: The agent uses logical arguments
and factual evidence to show a proposal or request is
feasible and relevant for attaining important task
objectives.
Apprising: The agent explains how carrying out a
request or supporting a proposal will benefit the target
personally or help advance the target person’s career.
Inspirational Appeals: The agent makes an appeal to
values and ideals or seeks to arouse the target person’s
emotions to gain commitment for a request or proposal.
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Adapted from Exhibit 10.3: Types of Influence Tactics
Types of Influence Tactics
Consultation: The agent encourages the target to
suggest improvements in a proposal or to help plan an
activity or change for which the target person’s support
and assistance are desired.
Exchange: The agent offers an incentive, suggests an
exchange of favors, or indicates willingness to reciprocate
at a later time if the target will do what the agent requests.
Collaboration: The agent offers to provide relevant
resources and assistance if the target will carry out a
request or approve a proposed change.
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Adapted from Exhibit 10.3: Types of Influence Tactics
Types of Influence Tactics
Personal Appeals: The agent asks the target to carry out
a request or support a proposal out of friendship, or asks
for a personal favor before saying what it is.
Ingratiation: The agent uses praise and flattery before or
during an influence attempt or expresses confidence in
the target’s ability to carry out a difficult request.
Legitimating Tactics: The agent seeks to establish the
legitimacy of a request or to verify authority to make it by
referring to rules, formal policies, or official documents.
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Adapted from Exhibit 10.3: Types of Influence Tactics
Types of Influence Tactics
Pressure: The agent uses demands, threats,
frequent checking, or persistent reminders to
influence the target person.
Coalition Tactics: The agent seeks the aid of
others to persuade the target to do something or
uses the support of others as a reason for the
target to agree.
Source: G. Yukl, Leadership in Organizations (Upper Saddle River, NJ: Prentice Hall, 2002), p. 160.
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Adapted from Exhibit 10.3: Types of Influence Tactics
Should Power be Shared?
Empowerment in organizations
Those higher in the formal structure provide
more power—especially decision making—
to those lower in the structure
Delegating
formal authority to make specific
decisions
Training to develop expertise and self confidence
Providing resources and access to information
Avoiding sudden withdrawal of shared power
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Locus of Leadership
Three Leadership
Variables
Leader
The leader
The situation
The followers
Locus
Of
Leadership
Locus of Leadership
Where the three
variables intersect
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Followers
Situation
Adapted from Exhibit 10.4: Locus of Leadership: Intersection of the Basic Components of the
Leadership Process
Three Leadership Variables
1. The Leader
Leaders’ traits
Drive
Motivation to lead
Honesty/Integrity
Self-confidence
Emotional maturity
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Leaders’ Traits
Emotional maturity
Even tempered, calm under
stress, unself-centered,
nondefensive
Drive
Achievement, ambition,
energy, tenacity, initiative
Motivation to Lead
Desire to influence
others, comfortable
using power
Leader
Honesty and Integrity
Trustworthy, open,
forthright
Self-confidence
Set high goals for self and others, optimistic about overcoming obstacles
(if taken to extreme, can lead to arrogance and sense of infallibility)
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Adapted from Exhibit 10.5: Leaders’ Traits
Three Leadership Variables
1. The Leader
Leaders’ skills and competencies
Technical
Interpersonal
Conceptual
Emotional intelligence
Social intelligence
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Leaders’ behaviors
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Components of Emotional
and Social Intelligence
Emotional
Intelligence
Self-Awareness
Self-Regulation
Social Intelligence
Social Perceptiveness
Behavioral Flexibility
“Savvy”
Empathy
Social Skill
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Adapted from Exhibit 10.6: Components of Emotional and Social Intelligence
Leaders’ Behaviors
Task Behaviors
(Initiating Structure)
Specifies roles and’ tasks
Schedules work
Sets performance standards
Develops procedures
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People Behaviors
(Consideration)
Is friendly
Is supportive
Shows trust and confidence in
subordinates
Shows concern for subordinates’
welfare
Gives recognition to
subordinates for their
accomplishments
Adapted from Exhibit 10.7: Leaders’ Behaviors
Three Leadership Variables
2. The Followers
Followers’ characteristics
Personality traits
Past experiences
Beliefs and attitudes
Skills and abilities
Followers’ behavior
Leader-follower relationship
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Leader-Member Relationships
Relationship
characteristics
Relationshipbuilding phase
Stranger
Relationship stage
acquaintance
Maturity
Role-finding
Role-making
Role
implementation
Low
Medium
High
Amounts of
reciprocal
influence
None
Limited
Almost unlimited
Focus of interest
Self
Quality of leadermember exchange
Team
Time
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Adapted from Exhibit 10.8: Development of leader-Member Relationships over Time
Three Leadership Variables
3. The Situation
Tasks to be performed
Organizational context
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Task structure
Level of worker discretion
Fundamental culture of the
organization
Organizational structure
Human resource policies
Pattern of organizational controls
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