Marketing Manager Course - Chapter 13
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McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
13
Leadership
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
After reading this chapter, you should be able to:
Distinguish between management and leadership.
Recognize how leaders use different power bases
to exercise influence.
Differentiate effective from ineffective leaders.
Identify and apply the major theories of
leadership.
Identify organizational characteristics that
determine the need for and importance of
leadership.
Strengthen the values and ethics of an
organization through leadership.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
What Makes A Leader Effective?
Ability to influence other people
Has a vision – ideas or objectives that
clarify to others where they should be
headed
“Sells” the vision by articulating it in a
compelling and persuasive manner
Encourages followers to establish
appropriate implementation activities
to support the accomplishment of the
vision
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Compare
Leadershi
p M anagem ent
Contrast
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Practices Associated with
Leadership by Managers
Planning and organizing
Planning and organizing Supporting
Supporting
Problem solving
Problem solving Managing conflict and
Managing conflict and
Clarifying
Clarifying team building
team building
Informing
Informing Networking
Networking
Monitoring
Monitoring Delegating
Delegating
Motivating
Motivating Developing and mentoring
Developing and mentoring
Consulting
Consulting Rewarding
Rewarding
Recognizing
Recognizing
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Power
C oerci
ve
Pow er
R ew ard Legii at
tm e
Pow er Pow er
ExpertPow er R eferent
Pow er
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership: Traditional Explanations
Person-based Theori
es
SiuatonalTheori
t i es
Di
spersed Theori
es
Exchange Theori
es
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Trait Theory
“Can-Do”
“Can-Do” Desire
Desire
Attitude
Attitude to Lead
to Lead
Self-
Self-
Honesty
Honesty Confidence
Confidence
and Integrity
and Integrity
Intelligence Ambition
Ambition
Intelligence
and Energy
and Energy
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Behavioral Theories
I tatng St
nii i ructure
O hi St e
o at
C onsi
deraton
i
Em pl
oyee- ri aton
oyee- ent i
O
U niversiy of
t
M i gan
chi
Producton- ri aton
i O ent i
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Managerial Grid
1 (1,9) (9,9)
2
3
Concern for People
4
5 (5,5)
6
7
8
9 (1,1) (9,1)
1 2 3 4 5 6 7 8 9
Concern for Production
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Findings of the Fiedler Model
Good
Performance
Relationship-Oriented
Task-Oriented
Poor Favorable Moderate Unfavorable
Category I II III IV V VI VII VIII
• Leader-Member Good Good Good Good Poor Poor Poor Poor
Relations
• Task Structure High High Low High High High Low Low
• Position Power Strong Weak Strong Weak Strong Weak Strong Weak
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Path-Goal Framework
Environmental
Environmental
Contingencies
Contingencies
Leader
Leader Outcomes
Outcomes
Behavior
Behavior
Subordinate
Subordinate
Contingencies
Contingencies
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Dispersed Theories
Substitute Leadership:attempts to
identify workplace characteristics
that can substitute for leadership or
neutralize efforts made by a leader
Self-Leadership: leadership that
stresses the individual responsibility
of employees to develop their own
work priorities aligned with
organizational goals
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Characteristics of Traditional and Self-Managing Behaviors:
Traditional Leader Behaviors Self-Managing Leader Behaviors
Organization – Structures own and subordinates Encourages self-reward
work
Domination – Restricts or limits the discretion of Encourages self-observation
individuals or groups
Production – Sets standards for task performance Encourages self-goal setting
Recognition – Expresses approval or disapproval Encourages self-criticism
of behavior
Integration – Promotes group cohesion and Encourages self-rehearsal
reduces group conflict
Communication – Provides, seeks, and Acts as a role model by exhibiting appropriate
exchanges information with group members behavior
Fosters the development of a culture that
nourishes and supports self-leadership
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Exchange Theories
Transactional Leadership: leaders who use
legitimate, coercive, or reward powers to elicit
obedience and attempt to instill in followers the
ability to question standard modes of operation
Transformational Leadership: leaders who
revitalize organizations by instilling in followers the
ability to question standard modes of operation
Authentic leadership: An approach that emphasizes
the importance of a positive directive force,
particularly in an environment of increasing
complexity, change, and uncertainty
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Characteristics of Transactional and
Transformational Leaders
Transactional Leader
Transactional Leader Transformational Leader
Transformational Leader
Contingent reward
Contingent reward Charisma
Charisma
Management by exception
Management by exception Inspiration
Inspiration
(active)
(active) Intellectual stimulation
Intellectual stimulation
Management by exception
Management by exception Individualized consideration
Individualized consideration
(passive)
(passive)
Laissez-Faire
Laissez-Faire
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Applications of Management
Perspectives—For the Manager
Managers should identify the theories that best fit
them and their situations:
Some situations call for a strong person to guide the
organization through change
Other situations may call for the dispersed leadership
Uncertainties and difficult times may best match
authentic leadership
Both management and leadership skills can be positive
for employees and the organization; they will also bode
well for your own career.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Applications of Management
Perspectives—For Managing Teams
Effective teams have a shared vision and a
common purpose that comes from leaders.
Leadership may come from inside the team itself.
The increasing prevalence of empowerment and
self-leadership underscores the importance of
team members understanding and developing
leadership skills.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Applications of Management
Perspectives—For Individuals
Employees are more likely to succeed if they can
manage themselves without relying on others to
motivate them and define their tasks.
Employees can become self-leaders by:
Finding opportunities in their work environment.
Showing initiative.
Encouraging others to do their best.
Generating enthusiasm for the tasks at hand.
Individuals can apply these leadership theories to
the work environments and improve performance,
as well as their potential for advancement.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
