Chapter 17 - Managing Leadership and Influence Processes

CHAPTER
17
Managing
Leadership and
Influence
Processes
MGT 211
The Nature of Leadership
17–2
◻ Leader – Someone who can influence others and

who has managerial authority
◻ Leadership – What leaders do; the process of
influencing a group to achieve goals
◻ Ideally, all managers should be leaders
◻ Although groups may have informal leaders who
emerge, those are not the leaders we’re studying
Leadership research has tried to answer: What is an

effective leader?
Copyright © by Houghton Mifflin Company. All rights reserved.

The Nature of Leadership (cont’d)
17–3
◻ Leadership Versus Management
Source: Adapted from A Force for Change: How Leadership Differs from
Management by John P. Kotter. Copyright © 1990 by John P. Kotter, Inc.
Reprinted withCopyright
permission of© byFree
The Houghton Mifflin
Press, a division of Company. All rights
Simon & Schuster Inc. reserved. Table 17.1
Leadership and power
17–4
◻ Legitimate power
◻ Reward power
◻ Coercive power
◻ Referent power
◻ Expert power

The Nature of Leadership (cont’d)
17–5
◻ Trait Theories (1920s -1930s)

Research focused on identifying personal characteristics
that differentiated leaders from non-leaders was
unsuccessful.
Later research on the leadership process identified
seven traits associated with successful leadership:
■ Drive, the desire to lead, honesty and integrity,
self-confidence, intelligence, job-relevant knowledge, and
extraversion.

The Search for Leadership Traits
17–6
◻ Traits Approach to Leadership

Assumed that a basic set of personal traits that
differentiated leaders from nonleaders could be used
to identify leaders and as a tool for predicting who
would become leaders.
The trait approach was unsuccessful in establishing
empirical relationships between traits and persons
regarded as leaders.

Exhibit 16–1 Seven Traits Associated with Leadership
Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May
1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and
Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.
16–7
Early Leadership Theories (cont’d)
17–8
Behavioral Theories
University of Iowa Studies (Kurt Lewin)
Identified three leadership styles:
Autocratic style: centralized authority, low participation
Democratic style: involvement, high participation, feedback
Laissez faire style: hands-off management
Research findings: mixed results
No specific style was consistently better for producing better
performance.
Employees were more satisfied under a democratic leader
than an autocratic leader.

Early Leadership Theories
◻ Behavioral Theories (cont’d)
Ohio State Studies
■ Identified two dimensions of leader behavior:
■ Initiating structure: the role of the leader in defining his or her
role and the roles of group members.
■ Consideration: the leader’s mutual trust and respect for group
members’ ideas and feelings.
■ Research findings: mixed results
■ High-high leaders generally, but not always, achieved high
group task performance and satisfaction.
■ Evidence indicated that situational factors appeared to strongly
influence leadership effectiveness. 16–9
Early Leadership Theories
◻ Behavioral Theories (cont’d)
University of Michigan Studies
■ Identified two dimensions of leader behavior:
■ Employee oriented: emphasizing personal relationships
■ Production oriented: emphasizing task accomplishment
■ Research findings:
■ Leaders who are employee oriented are strongly associated
with high group productivity and high job satisfaction.
16–1
0
Contingency Theories of Leadership
◻ The Fiedler Model
Proposes that effective group performance depends
upon the proper match between the leader’s style of
interacting with followers and the degree to which the
situation allows the leader to control and influence.
Assumptions:
■ A certain leadership style should be most effective in
different types of situations.
■ Leaders do not readily change leadership styles.
■ Matching the leader to the situation or changing the situation to16–1
1
make it favorable to the leader is required.
16–1
2
◻ The Fiedler Model (cont’d)
Least-preferred co-worker (LPC) questionnaire
■ Determines leadership style by measuring responses to 18
pairs of contrasting adjectives.
■ High score: a relationship-oriented leadership style
■ Low score: a task-oriented leadership style
Situational factors in matching leader to the situation:
■ Leader-member relations
■ Task structure
■ Position power
16–1
3
◻ Hersey and Blanchard’s Situational Leadership
Theory (SLT)
Argues that successful leadership is achieved by
selecting the right leadership style which is contingent
on the level of the followers’ readiness.
■ Acceptance: leadership effectiveness depends on whether
followers accept or reject a leader.
■ Readiness: the extent to which followers have the ability
and willingness to accomplish a specific task.
Leaders must relinquish control over and contact with 16–1
followers as they become more competent. 4
◻ Hersey and Blanchard’s Situational
Leadership Theory (SLT) (cont’d.)
Creates four specific leadership styles
incorporating Fiedler’s two leadership
dimensions: Posits four stages follower readiness:
■ Telling: high task-low relationship leadership R1: followers are unable and unwilling
■ Selling: high task-high relationship leadership R2: followers are unable but willing
■ Participating: low task-high relationship leadership R3: followers are able but unwilling
■ Delegating: low task-low relationship leadership R4: followers are able and willing
16–1
5
◻ Path-Goal Model
States that the leader’s job is to assist his or her
followers in attaining their goals and to provide
direction or support to ensure their goals are
compatible with organizational goals.
Leaders assume different leadership styles at different
times depending on the situation:
■ Directive leader
■ Supportive leader
16–1
■ Participative leader 6
■ Achievement oriented leader

Vroom’s Decision Tree Approach
17–17
◻ Same leader may display different leadership style.

But concerns itself with only a single aspect of leader
behavior: subordinate participation in decision
making.
◻ Decision making style:

Decide: management makes the decision alone
Consult (Individually): presents the problem to group
members individually

Vroom’s Decision Tree Approach
17–18
Consult (group): presents the problem to group

members at a meeting
Facilitate: presents the problem to the group in a
meeting, defines the problem and the boundaries,
then facilitates group member discussion as they make
the decision
Delegate: allow members to define for itself the
exact nature and parameters of the problem and
then to develop a solution

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CHAPTER

◻ Leader – Someone who can influence others and

Leadership research has tried to answer: What is an

Copyright © by Houghton Mifflin Company. All rights reserved.

Copyright © by Houghton Mifflin Company. All rights reserved.

◻ Trait Theories (1920s -1930s)

Copyright © by Houghton Mifflin Company. All rights reserved.

◻ Traits Approach to Leadership

Copyright © by Houghton Mifflin Company. All rights reserved.

Copyright © by Houghton Mifflin Company. All rights reserved.

■ Achievement oriented leader

◻ Same leader may display different leadership style.

◻ Decision making style:

Copyright © by Houghton Mifflin Company. All rights reserved.

Consult (group): presents the problem to group

Copyright © by Houghton Mifflin Company. All rights reserved.

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