Managers Versus Leaders

Managers
 Persons whose influence on others is limited to the
appointed managerial authority of their positions to
reward and punish.
• Leaders
 Persons with managerial and personal power who
can influence others to perform actions beyond those
that could be dictated by those persons’ formal
(position) authority alone.

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 Trait Theories Of Leadership
• Trait theories of leadership
 Theories that attempt to isolate characteristics that
differentiate leaders from nonleaders
 Attempts to identify traits that always differentiate
leaders from followers and effective leaders from
ineffective leaders have failed.
 Attempts to identify traits consistently associated with
leadership have been more successful.

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 Six Traits That Differentiate Leaders from
Nonleaders

1. Drive
2. Desire to lead
3. Honesty and integrity
4. Self-confidence
5. Intelligence
6. Job-relevant knowledge

EXHIBIT 11.1

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 Behavioral Theories Of Leadership
• Behavioral theories of leadership
 Theories that attempt to isolate behaviors that
differentiate effective leaders from ineffective leaders
 Behavioral studies focus on identifying critical
behavioral determinants of leadership that, in turn,
could be used to train people to become leaders.

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 Leadership Behaviors or Styles
• Autocratic style of leadership
 A leader who centralizes authority, dictates work methods,
makes unilateral decisions, and limits employee participation.

• Democratic style of leadership

 A leader who involves employees in decision making, delegates
authority, encourages participation in deciding work methods
and goals, and uses feedback to coach employees.
A democratic-consultative leader seeks input and
hears the concerns and issues of employees but makes
the final decision him or herself.
A democratic-participative leader often allows
employees to have a say in what’s decided.

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 Leadership Behaviors or Styles (cont’d)
• Laissez-faire style of leadership
 A leader who gives employees complete freedom to
make decisions and to decide on work methods
• Conclusions about leadership styles
 The laissez-faire leadership style is ineffective.
 Quantity of work is HIGHER under authoritarian
leadership styles,
 Quality of work and satisfaction is higher under
democratic leadership.

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 The Ohio State Studies
• Studies that sought to identify independent
dimensions of leader behavior
 Initiating structure
 The extent to which a leader defines and structures his
or her role and the roles of employees to attain goals
 Consideration
 The extent to which a leader has job relationships
characterized by mutual trust, respect for employees’
ideas, and regard for their feelings

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 The University Of Michigan Studies
• Studies that sought to identify the behavioral
characteristics of leaders related to performance
effectiveness
 Employee oriented
A leader who emphasizes interpersonal relations, takes
a personal interest in the needs of employees, and
accepts individual differences.
 Production oriented
A leader who emphasizes technical or task aspects of a
job, is concerned mainly with accomplishing tasks, and
regards group members as a means to accomplishing
goals.

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 The
Managerial
Grid
A two-
dimensional
view of
leadership style
that is based on
concern for
people versus
concern for
production

EXHIBIT 11.3

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 Contingency Theories Of Leadership
• Fiedler contingency leadership model
 The theory that effective group performance depends
on the proper match between the leader’s style of
interacting with employees and the degree to which
the situation gives control and influence to the leader
 Identified three situational criteria—leader member
relations, task structure, and position.

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 Path-Goal Theory
• Path-goal theory
 The theory that it is a leader’s job to assist followers
in attaining their goals and to provide the necessary
direction and support
 A leader’s motivational behavior:
 Makes employee need satisfaction contingent on
effective performance.
 Provides the coaching, guidance, support, and rewards
that are necessary for effective performance.
 Assumes that the leader’s style is flexible and can be
changed to adapt to the situation at hand.

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 Path-Goal Leadership Behaviors
• Directive leader
 Lets employees know what is expected of them, schedules work
to be done, and gives specific guidance as to how to accomplish
tasks.
• Supportive leader
 Is friendly and shows concern for the needs of employees.
• Participative leader
 Consults with employees and uses their suggestions before
making a decision.
• Achievement-oriented leader
 Sets challenging goals and expects employees to perform at
their highest levels.

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 Path-Goal Theory

EXHIBIT 11.5

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 Situational Leadership
• Situational leadership theory (SLT)
 Leaders should adjust their leadership styles—telling,
selling, participating, and delegating—in accordance
with the readiness of their followers.
 Acceptance: Leader effectiveness reflects the reality
that it is the followers who accept or reject the leader.
 Readiness: a follower’s ability and willingness to
perform.
 At higher levels of readiness, leaders respond by
reducing control over and involvement with employees.

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 Hersey and Blanchard’s
Situational Leadership
Model

EXHIBIT 11.7

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 Emerging Approaches To Leadership
• Charismatic leadership theory
 Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain
behaviors
 People working for charismatic leaders are motivated to
exert extra work effort and, because they like and
respect their leaders, express greater satisfaction.
 Charisma leadership appears to be most appropriate
when the environment involves a high degree of
stress and uncertainty.

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 Charismatic Leadership
• A charismatic leader influences followers by:
 Stating a vision that provides a sense of community
by linking the present with a better future.
 Communicating high expectations and expressing
confidence that followers can attain them.
 Conveying, through words and actions, a new set of
values, and by his or her behavior setting an example
for followers to imitate.
 Making self-sacrifices and engaging in unconventional
behavior to demonstrate courage and convictions
about the vision.

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 Key Characteristics of Charismatic Leaders

• Self-confidence
• Vision
• Ability to articulate the vision
• Strong convictions
• Behavior that is out of the ordinary
• Appearance
• Environmental sensitivity

EXHIBIT 11.8

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 Visionary Leadership
“A vision should create enthusiasm, bringing
energy and commitment to the organization.”
 The key properties of a vision are inspirational
possibilities that are value centered, realizable, and
have superior imagery and articulation.
• Visionary leadership
 The ability to create and articulate a realistic, credible,
attractive vision of the future that grows out of and
improves upon the present

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 Skills of Visionary Leaders
• The ability to explain the vision to others.
 Make the vision clear in terms of required actions and
aims through clear oral and written communication.
• The ability to express the vision not just verbally
but through the leader’s behavior.
 Behaving in ways that continually convey and
reinforce the vision.
• The ability to extend the vision to different
leadership contexts.
 Sequencing activities so the vision can be applied in a
variety of situations

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 Transactional Leaders versus
Transformational Leaders
• Transactional leaders
 Leaders who guide or motivate their followers toward
established goals by clarifying role and task
requirements.
• Transformational leaders
 Leaders who inspire followers to transcend their own
self-interests for the good of the organization and are
capable of having a profound and extraordinary effect
on followers.

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 The Challenge of Team Leadership
• Becoming an effective team leader requires:
 Learning to share information.
 Developing the ability to trust others.
 Learning to give up authority.
 Knowing when to leave their teams alone and when
to intercede.
• New roles that team leaders take on
 Managing the team’s external boundary
 Facilitating the team process

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