Management

Stephen P. Robbins Mary Coulter

Chapter
Managers As
16 Leaders
16–1
Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
16.1 Who Are Leaders and What Is Leadership
• Define leaders and leadership.
• Explain why managers should be leaders.

16.2 Early Leadership Theories

• Discuss what research has shown about leadership traits.
• Contrast the findings of the four behavioral leadership
• theories. Explain the dual nature of a leader’s behavior.

16–2
Learning Outcomes
3. Contingency Theories of Leadership
• Explain Fiedler’s contingency model of leadership.
• Describe situational leadership theory.
• Discuss how path-goal theory explains leadership.
4. Contemporary Views of Leadership
• Differentiate between transactional and
transformational leaders.
• Describe charismatic and visionary leadership.
• Discuss what team leadership involves.

16–3
Learning Outcomes
16.5 Leadership Issues in the Twenty-
First Century
• Describe the five sources of a leader’s power.
• Discuss the issues today’s leaders face.

16–4
Who Are Leaders and What Is
Leadership
• 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?

16–5
Early Leadership Theories
• 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.

16–6
 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)
• 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.
16–8
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.

16–10
The Managerial Grid
• Managerial Grid
 Appraises leadership styles using two dimensions:
 Concern for people
 Concern for production
 Places managerial styles in five categories:
 Impoverished management
 Task management
 Middle-of-the-road management
 Country club management
 Team management

16–11
Exhibit 16–3
The
Managerial
Grid

Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton,
Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.

16–12
Exhibit 16–2 Behavioral Theories of
Leadership

16–13
Exhibit 16–2 (cont’d) Behavioral Theories
of
Leadership

16–14
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 to make it favorable to the leader is required.
16–15
Contingency Theories
of Leadership
• 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

16–16
Contingency Theories
of Leadership
• 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
 Participative leader
 Achievement oriented leader
16–17
 Contemporary Views
of Leadership
• Transactional Leadership
 Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and
task requirements.
• Transformational Leadership
 Leaders who inspire followers to transcend their own
self-interests for the good of the organization by
clarifying role and task requirements.

16–18
Contemporary Views
of Leadership
• Charismatic Leadership
 An enthusiastic, self-confident leader whose
personality and actions influence people to behave in
certain ways.
 Characteristics of charismatic leaders:
 Have a vision.
 Are able to articulate the vision.
 Are willing to take risks to achieve the vision.
 Are sensitive to the environment and follower needs.
 Exhibit behaviors that are out of the ordinary.

16–19
Contemporary Views
of Leadership
• Visionary Leadership
 A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.
• Visionary leaders have the ability to:
 Explain the vision to others.
 Express the vision not just verbally but
through behavior.
 Extend or apply the vision to different
leadership contexts.
16–20
Contemporary Views
of Leadership
• Team Leadership Characteristics
 Having patience to share information
 Being able to trust others and to give up authority
 Understanding when to intervene
• Team Leader’s Job
 Managing the team’s external boundary
 Facilitating the team process

Coaching, facilitating, handling disciplinary problems,
reviewing team and individual performance, training,
and communication
16–21
Exhibit 16–6 Specific Team Leadership
Roles

16–22
 Leadership Issues in the21st
•Century
Managing Power
 Legitimate power  Expert power
 The power a leader has  The influence a leader
as a result of his or can exert as a result of
her position. his or her expertise,
skills, or knowledge.
 Coercive power
 The power a leader has to  Referent power
punish or control.  The power of a leader
that arise because of a
 Reward power
person’s desirable
 The power to give resources or admired
positive benefits or personal traits.
rewards.

16–23
Developing Trust
• Credibility (of a Leader)
 The assessment of a leader’s honesty, competence,
and ability to inspire by his or her followers
• Trust
 Is the belief of followers and others in the integrity,
character, and ability of a leader

Dimensions of trust: integrity, competence, consistency,
loyalty, and openness
 Is related to increases in job performance,
organizational citizenship behaviors, job satisfaction,
and organization commitment

16–24
Exhibit 16–7 Suggestions for Building Trust

Practice openness.
Be fair.
Speak your feelings.
Tell the truth.
Show consistency.
Fulfill your promises.
Maintain
confidences.
Demonstrate competence.
16–25
Empowering Employees
• Empowerment
 Involves increasing the decision-making discretion of
workers such that teams can make key operating
decisions in develop budgets, scheduling workloads,
controlling inventories, and solving quality problems
 Why empower employees?
 Quicker responses problems and faster decisions
 Addresses the problem of increased spans of control in
relieving managers to work on other problems

16–26
Cross-Cultural Leadership
• Universal Elements of
Effective Leadership
 Vision
 Foresight
 Providing encouragement
 Trustworthiness
 Dynamism
 Positiveness
 Proactiveness

16–27