Leadership in Organizations

Leadership In
Organizations
Developed by Cool Pictures & MultiMedia Presentations Copyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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.
Leadership versus Management
The major differences between the leader and the manager relate to their source
of power and level of compliance.
Management Power:
 Comes from organizational structure.
 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.
Leader and Manager Qualities
SOURCE: Based on Genevieve

Capowski, “Anatomy of a Leader:
Where Are the Leaders of Tomorrow?”
Management Review, March 1994, 12.
Forms of Position 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.
Forms of Personal Power
 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.
Personal Characteristics
of Leaders
Physical characteristics Personality Social characteristics
Activity Alertness Ability to enlist cooperation
Energy Originality, creativity Popularity, prestige
Personal integrity Sociability, interpersonal skills
Self-confidence Social participation
Tact, diplomacy
Social background Work-related characteristics

Mobility Achievement drive
Drive for responsibility
Responsibility in pursuit of goals
Task orientation
Intelligence and ability
Judgment, decisiveness
Knowledge
Fluency of speech
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).
Leadership Continuum
SOURCE: Reprinted by permission of Harvard Business Review. An exhibit from Robert Tannenbaum and Warren Schmidt, “How to Choose a Leadership Pattern” (May-June 1973). Copyright ©
1973 by the president and Fellows of Harvard College, all rights reserved.
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 gives instructions, spends time planning, and emphasizes deadlines.
– Provides explicit schedules of work activities.
The Leadership Grid Figure
High 1,9 9,9
Country Club Management Team Management
Thoughtful attention to the Work accomplishment is from
needs of people for satisfying committed people; interdependence
relationships leads to a com- through a “common stake” in
fortable, friendly organization organization purpose leads to
atmosphere and work tempo. relationships of trust and respect.
Concern for People
5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level.
Impoverished Authority-Compliance
Management Efficiency in operations results
Exertion of minimum effort from arranging conditions of
to get required work done work in such a way that human
is appropriate to sustain elements interfere to a
Low organization membership. minimum
1,1 degree. 9,1
Low Concern for Production High
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.
Three Elements of
Leadership 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’s
Situational Theory
• A contingency approach to leadership that links the leader’s

behavioral style with the task readiness of subordinates.
• Levels of readiness:
– Low
– Moderate
– High
– Very high
Path-Goal Theory
Contingency approach, the leader’s responsibility is to

increase subordinates’ motivation to attain personal and
organizational goals through:
 Clarifying the paths to rewards.
 Increasing the rewards that the subordinate values and
desires.
Leader Roles in the
Path-Goal Model
SOURCE: Based on Bernard M. Bass,

“Leadership: Good, Better, Best,”
Organizational Dynamics 13 (Winter
1985),26-40
Path-Goal Classification of
Leader 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 Contingencies
Two important situational contingencies
in the path-goal theory.
 The personal characteristics of group members.

 The work environment.
Path-Goal Situations and
Preferred Leader Behaviors
SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981), 146-152.
Change Leadership
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.
New Workplace & Leadership
Four areas of interest
Level 5 leadership
Women’s ways of leading
Virtual leadership
Servant leadership

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Leadership In

 The ability to influence people toward the attainment

SOURCE: Based on Genevieve

 Legitimate Power: power coming from a formal management

 Expert Power: leader’s special knowledge or skill regarding the

Social background Work-related characteristics

 Leader-member relations: refers to group atmosphere and

• A contingency approach to leadership that links the leader’s

Contingency approach, the leader’s responsibility is to

SOURCE: Based on Bernard M. Bass,

 The personal characteristics of group members.

Four areas of interest

Women’s ways of leading

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