Chpt. 16 Leadership

• -Process between leaders and followers
• -involves social influence
• -occurs at multiple levels in an org.
• -focuses on goal accomplishment

• physical or personality characteristic that can be used to differentiate leaders from
• followers.

• 1)Intelligence
• 2)Dominance
• 3)Self-Confidence
• 4)Level of Energy+Activity
• 5)Task-Relevant Knowledge

• based on the idea that people have beliefs about how leaders should behave and what
• they should do for their followers.

• mental representations of the traits and behaviors that people believe are possessed
• by leaders.

• 1)Incompetent
• 2)Rigid
• 3)Intemperate
• 4)Callous
• 5)Corrupt
• 6)Insular
• 7)Evil

• 1)Orgs. may want to include personality+trait assessments into selection/promotion processes
• 2)Mgmt. development programs can be used to build a pipeline of leadership talent.

creating mutual respect and trust with followers

organizing and defining what group members should be doing

• 1)Leader behaviors can be systematically improved/developed
• 2)No 1 best style of leadership
• 3)Effectiveness of particular leadership style depends on situation at hand

• propose that the effectiveness of a particular style of leader behavior depends on the
• situation.

• based on the premise that a leader’s effectiveness is contingent on the extent to
• which a leader’s style fits or matches characteristics of the situation at
• hand.

• refers to the amount of control and influence the leader has in his immediate work
• environment

• 1)Leader-Member Relations
• 2)Task Structure
• 3)Position Power

extent to which the leader has the support, loyalty, and trust of work group

concerned with the amount of structure contained within tasks performed by the work group

• the degree to which the leader has formal power to reward, punish, or otherwise
• obtain compliance from employees

• Describes how leadership effectiveness is
• influenced by the interaction between four leadership styles – directive,
• supportive, participative, achievement-oriented

Situational variables that cause one style of leadership to be more effective than another

• 1)Leadership is more complex and involves greater variety of leader behavior
• 2)Role of intrinsic motivation and empowerment in influencing leadership effectiveness
• 3)Shared Leadership

• focuses on clarifying employees’ role and task requirements and providing followers
• with positive and negative rewards contingent on performance.

• engender trust, seek to develop leadership in others, exhibit self-sacrifice and serve
• as moral agents, focusing themselves and followers on objectives that transcend
• the more immediate needs of the work group.

• Focuses on the quality of relationships
• between managers and subordinates as opposed to the behaviors or traits of
• either leaders or followers.

• Assumes that leaders develop unique
• one-on-one relationships with direct reports.

• leaders and followers develop a partnership characterized by reciprocal influence,
• mutual trust, respect and liking, and a sense of common fates.

• Leaders are characterized as overseers who fail to create a sense of mutual trust,
• respect, or common fate

• dynamic, interactive influence process among individuals in groups for which the
• objective is to lead one another to the achievement of group or organizational
• goals or both

focuses on increasing services to others rather than to oneself less likely to engage in self-serving behaviors that hurt others