Chapter 12

Leadership:
Basic Approaches and
Contemporary Issues

2005 Prentice Hall Inc. All rights reserved.

What
What Is
Is Leadership?
Leadership?
Leadership
The ability to influence a group toward the
achievement of goals.

Management
Use of authority inherent in designated
formal rank to obtain compliance from
organizational members.

2005 Prentice Hall Inc. All rights reserved.

Trait
Trait Theories
Theories
Traits Theories of
Leadership
Theories that consider
personality, social,
physical, or
intellectual traits to
differentiate leaders
from nonleaders.

Leadership
LeadershipTraits
Traits::
Ambition
Ambitionand
andenergy
energy
The
Thedesire
desireto
tolead
lead
Honest
Honestand
andintegrity
integrity
Self-confidence
Self-confidence
Intelligence
Intelligence
High
Highself-monitoring
self-monitoring
Job-relevant
Job-relevant
knowledge
knowledge

2005 Prentice Hall Inc. All rights reserved.

113

Trait
Trait Theories
Theories
Limitations
Limitations::
No
Nouniversal
universaltraits
traitsfound
foundthat
thatpredict
predict
leadership
leadershipin
inall
allsituations.
situations.
Traits
Traitspredict
predictbehavior
behaviorbetter
betterin
inweak
weak
than
thanstrong
strongsituations.
situations.
Unclear
Unclearevidence
evidenceof
ofthe
thecause
causeand
andeffect
effect
of
ofrelationship
relationshipof
ofleadership
leadershipand
andtraits.
traits.
Better
Betterpredictor
predictorof
ofthe
theappearance
appearanceof
of
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
andineffective
ineffectiveleaders.
leaders.
2005 Prentice Hall Inc. All rights reserved.

114

Behavioral
Behavioral Theories
Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.

Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.

2005 Prentice Hall Inc. All rights reserved.

115

Ohio
Ohio State
State Studies
Studies
Initiating Structure
The extent to which a leader is likely to define
and structure his or her role and those of subordinates in the search for goal attainment.
Consideration
The extent to which a leader is likely to have
job relationships characterized by mutual
trust, respect for subordinates ideas, and
regard for their feelings.

2005 Prentice Hall Inc. All rights reserved.

116

University
University of
of Michigan
Michigan Studies
Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees
and accepting individual differences among
members.
Production-Oriented Leader
One who emphasizes technical or task
aspects of the job.

2005 Prentice Hall Inc. All rights reserved.

117

Contingency
Contingency Theories
Theories
Fiedlers Contingency Model
The theory that effective groups depend on a
proper match between a leaders style of
interacting with subordinates and the degree
to which the situation gives control and
influence to the leader.
Least Preferred Co-Worker (LPC) Questionnaire
An instrument that purports to measure
whether a person is task- or relationshiporiented.

2005 Prentice Hall Inc. All rights reserved.

118

Fiedlers
Fiedlers Model:
Model: Defining
Defining the
the Situation
Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Task Structure
The degree to which the job assignments are
procedurized.
Position Power
Influence derived from ones formal structural
position in the organization; includes power to
hire, fire, discipline, promote, and give salary
increases.
2005
Prentice Hall Inc. All rights reserved.

119

Cognitive
Cognitive Resource
Resource Theory
Theory
Cognitive Resource Theory
A theory of leadership that states that stress
can unfavorably affect a situation and that
intelligence and experience can lessen the
influence of stress on the leader.
Research
ResearchSupport
Support: :
Less
Lessintelligent
intelligentindividuals
individualsperform
performbetter
betterininleadership
leadership
roles
rolesunder
underhigh
highstress
stressthan
thando
domore
moreintelligent
intelligent
individuals.
individuals.
Less
Lessexperienced
experiencedpeople
peopleperform
performbetter
betterininleadership
leadership
roles
rolesunder
underlow
lowstress
stressthan
thando
domore
moreexperienced
experiencedpeople.
people.
2005 Prentice Hall Inc. All rights reserved.

1110

Leadership
Leadership Styles
Styles and
and Follower
Follower Readiness
Readiness
(Hersey
(Hersey and
and Blanchard)
Blanchard)
Follower
Readiness
Able

Unwilling

Supportive
Participative

Willing

Monitoring

Leadership
Styles

Unable

2005 Prentice Hall Inc. All rights reserved.

Directive

High Task
and
Relationship
Orientations

1111

Path-Goal
Path-Goal Theory
Theory
Path-Goal Theory
The theory that it is the leaders job to assist
followers in attaining their goals and to
provide them the necessary direction and/or
support to ensure that their goals are
compatible with the overall objectives of the
group or organization.

2005 Prentice Hall Inc. All rights reserved.

1112

Inspirational
Inspirational Approaches
Approaches to
to Leadership
Leadership
Charismatic Leadership Theory
Followers make attributions of heroic or
extraordinary leadership abilities when they
observe certain behaviors.
Charismatics
CharismaticsInfluence
InfluenceFollowers
FollowersBy:
By:
1.1. Articulating
Articulatingthe
thevision
vision
2.2.
3.3.

Setting
Settinghigh
highperformance
performanceexpectations
expectations
Conveying
Conveyingaanew
newset
setof
ofvalues
values

4.4. Making
Makingpersonal
personalsacrifices
sacrifices
2005 Prentice Hall Inc. All rights reserved.

1213

Transactional
Transactional and
and Transformational
Transformational Leadership
Leadership
Transactional Leaders
Leaders who guide or
motivate their followers
in the direction of
established goals by
clarifying role and task
requirements.
Transformational Leaders
Leaders who provide
individualized
consideration and
intellectual stimulation,
and who possess
2005 Prentice Hall Inc. All rights reserved.

Contingent Reward
Management by
Exception (active)
Management by
Exception (passive)
Laissez-Faire

Charisma
Inspiration
Intellectual Stimulation
Individual Consideration

1214

Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Providing
Providing
Team
Team Leadership
Leadership

Team
TeamLeadership
LeadershipRoles
Roles: :
Act
Actas
asliaisons
liaisonswith
with
external
externalconstituencies.
constituencies.
Serve
Serveas
astroubleshooters.
troubleshooters.
Managing
Managingconflict.
conflict.
Coaching
Coachingto
toimprove
improveteam
team
member
memberperformance
performance
2005 Prentice Hall Inc. All rights reserved.

1215

Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Mentoring
Mentoring
Mentor
A senior employee
who sponsors and
supports a lessexperienced
employee (a
protg).

Mentoring
MentoringActivities
Activities: :
Present
Presentideas
ideasclearly
clearly
Listen
Listenwell
well
Empathize
Empathize
Share
Shareexperiences
experiences
Act
Actas
asrole
rolemodel
model
Share
Sharecontacts
contacts
Provide
Providepolitical
political
guidance
guidance

2005 Prentice Hall Inc. All rights reserved.

1216

Contemporary
Contemporary Leadership
Leadership Roles:
Roles:
Self-Leadership
Self-Leadership
Self-Leadership
A set of processes
through which
individuals control
their own behavior.

2005 Prentice Hall Inc. All rights reserved.

Creating
Creatingself
selfleaders
leaders: :
Model
Modelself-leadership.
self-leadership.
Encourage
Encourageemployees
employeesto
to
create
createself-set
self-setgoals.
goals.
Encourage
Encouragethe
theuse
useof
ofselfselfrewards.
rewards.
Create
Createpositive
positivethought
thought
patterns.
patterns.
Create
Createaaclimate
climateof
ofselfselfleadership.
leadership.
Encourage
Encourageself-criticism.
self-criticism.
1217

Ethical
Ethical Leadership
Leadership

Actions
Actions::
Work
Workto
topositively
positivelychange
changethe
theattitudes
attitudesand
and
behaviors
behaviorsof
ofemployees.
employees.
Engage
Engagein
insocially
sociallyconstructive
constructivebehaviors.
behaviors.
Do
Donot
notabuse
abusepower
poweror
oruse
useimproper
impropermeans
meansto
to
attain
attaingoals.
goals.

2005 Prentice Hall Inc. All rights reserved.

1218

Challenges
Challenges to
to the
the Leadership
Leadership Construct
Construct
Attribution Theory of Leadership
The idea that leadership is merely an
attribution that people make about other
individuals.
Qualities
Qualitiesattributed
attributedto
toleaders
leaders: :
Leaders
Leadersare
areintelligent,
intelligent,outgoing,
outgoing,have
havestrong
strongverbal
verbal
skills,
skills,are
areaggressive,
aggressive,understanding,
understanding,and
andindustrious.
industrious.
Effective
Effectiveleaders
leadersare
areperceived
perceivedas
asconsistent
consistentand
and
unwavering
in
their
decisions.
unwavering in their decisions.
Effective
Effectiveleaders
leadersproject
projectthe
theappearance
appearanceof
ofbeing
beingaa
leader.
leader.

2005 Prentice Hall Inc. All rights reserved.

1219

Finding
Finding and
and Creating
Creating Effective
Effective Leaders
Leaders
Selection
Review specific requirements for the job.
Use tests that identify personal traits associated
with leadership, measure self-monitoring, and
assess emotional intelligence.
Conduct personal interviews to determine
candidates fit with the job.

Training
Recognize the all people are not equally trainable.
Teach skills that are necessary for employees to
become effective leaders.
Provide behavioral training to increase the
development potential of nascent charismatic
employees.
2005 Prentice Hall Inc. All rights reserved.

1220

Trust:
Trust: The
The Foundation
Foundation of
of Leadership
Leadership
Trust
A positive expectation that another will not
through words, actions, or decisionsact
opportunistically.
Trust is a history-dependent process
(familiarity) based on relevant but limited
samples of experience (risk).

2005 Prentice Hall Inc. All rights reserved.

1221

Dimensions
Dimensions of
of Trust
Trust
Integrity
honesty and
truthfulness.
Competence
an individuals
technical and
interpersonal
knowledge and skills.

Loyalty
the willingness to
protect and save face
for another person.
Openness
reliance on the person
to give you the full
truth.

Consistency
an individuals
reliability,
predictability, and
good judgment in
handling situations.
2005 Prentice Hall Inc. All rights reserved.

1222

Trust
Trust and
and Leadership
Leadership

Leadership
Leadership

TRUST
TRUST
and
and
INTEGRITY
INTEGRITY

2005 Prentice Hall Inc. All rights reserved.

1223

Basic
Basic Principles
Principles of
of Trust
Trust
Mistrust drives out trust.
Trust produce trust.
Growth often masks mistrust.
Decline or downsizing tests the highest levels of
trust.
Trust increases unity.
Mistrusting groups self-destruct.
Mistrust generally reduces productivity.

2005 Prentice Hall Inc. All rights reserved.

1224

Three
Three Types
Types of
of Trust
Trust
Deterrence-Based Trust: Trust based on fear of
reprisal if the trust is violated.
Knowledge-based Trust: Trust based on behavioral
predictability that comes from history of interaction.
Identification-Based Trust: Trust based on a mutual
understanding of each others intensions &
appreciation of the others wants & desires.

2005 Prentice Hall Inc. All rights reserved.

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