ninth edition

STEPHEN P. ROBBINS MARY COULTER

Chapter

17 Leadership

© 2007 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
 LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

Who Are Leaders and What Is Leadership

• Define leaders and leadership.
• Explain why managers should be leaders.

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.

© 2007 Prentice Hall, Inc. All rights reserved. 17–2

 L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.

Contingency Theories of Leadership

• Explain how Fiedler’s theory of leadership is a
contingency model.
• Contrast situational leadership theory and the leader
participation model.
• Discuss how path-goal theory explains leadership.

Contemporary Views on Leadership

• Differentiate between transactional and transformational
leaders.
• Describe charismatic and visionary leadership.
• Discuss what team leadership involves.

© 2007 Prentice Hall, Inc. All rights reserved. 17–3

 L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.

Leadership Issues in the Twenty-First Century

• Tell the five sources of a leader’s power.
• Discuss the issues today’s leaders face.
• Explain why leadership is sometimes irrelevant.

© 2007 Prentice Hall, Inc. All rights reserved. 17–4

 Leaders and 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?

© 2007 Prentice Hall, Inc. All rights reserved. 17–5

 Early Leadership Theories
• Trait Theories (1920s-30s)
 Research focused on identifying personal
characteristics that differentiated leaders from
nonleaders 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.

© 2007 Prentice Hall, Inc. All rights reserved. 17–6

 Exhibit 17–1 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.
© 2007 Prentice Hall, Inc. All rights reserved. 17–7
 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.

© 2007 Prentice Hall, Inc. All rights reserved. 17–8

 Early Leadership Theories (cont’d)
• 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.

© 2007 Prentice Hall, Inc. All rights reserved. 17–9

 Early Leadership Theories (cont’d)
• 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.

© 2007 Prentice Hall, Inc. All rights reserved. 17–10

 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

© 2007 Prentice Hall, Inc. All rights reserved. 17–11

 Exhibit 17–3
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.
© 2007 Prentice Hall, Inc. All rights reserved. 17–12
 Contingency Theories of Leadership
• The Fiedler Model (cont’d)
 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.

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 Contingency Theories… (cont’d)
 Situational factors in matching leader to the situation:
 Leader-member relations
 Task structure
 Position power

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 Contingency Theories… (cont’d)
• 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.
.

© 2007 Prentice Hall, Inc. All rights reserved. 17–15

 Contingency Theories… (cont’d)
• Hersey and Blanchard’s Situational Leadership
Theory (SLT)
 Posits four stages follower readiness:
 R1: followers are unable and unwilling
 R2: followers are unable but willing
 R3: followers are able but unwilling
 R4: followers are able and willing

© 2007 Prentice Hall, Inc. All rights reserved. 17–16

 Contemporary Views on 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.
 Leaders who also are capable of having a profound
and extraordinary effect on their followers.

© 2007 Prentice Hall, Inc. All rights reserved. 17–17

 Contemporary Views…(cont’d)
• 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.

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 Contemporary Views…(cont’d)
• 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.

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 Contemporary Views…(cont’d)
• 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

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 Exhibit 17–8 Specific Team Leadership Roles

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 Leadership Issues in the 21st Century
• Managing Power
 Legitimate power  Expert power
 The power a leader has  The influence a leader
as a result of his or her can exert as a result of
position. his or her expertise,
 Coercive power skills, or knowledge.
 The power a leader has  Referent power
to punish or control.  The power of a leader

 Reward power that arise because of a

 The power to give
person’s desirable
resources or admired
positive benefits or
personal traits.
rewards.

© 2007 Prentice Hall, Inc. All rights reserved. 17–22

 Providing Ethical Leadership
• Ethics are part of leadership when leaders
attempt to:
 Foster moral virtue through changes in attitudes and
behaviors.
 Use their charisma in socially constructive ways.
 Promote ethical behavior by exhibiting their personal
traits of honesty and integrity.

© 2007 Prentice Hall, Inc. All rights reserved. 17–23

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

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