Professional Documents
Culture Documents
ORGANIZATION
CHAPTER 15
DEFINITION OF
LEADERSHIP
• Behaviors that influences guides, directs
or controls a group.
• A dynamic interaction between leaders,
followers and context
• The exercise of influence by one member
of a group or organization over other
members to help the group or organization
achieve its goals.
LEADER’S POWER
• The ability or official capacity to exercise
authority or influence others behavior.
POWER
POSITION PERSONAL
POWER POWER
LEADER’S POWER
• POSITION POWER
– LEGITIMATE POWER
– REWARD POWER
– COERCIVE POWER
• PERSONAL POWER
– EXPERT POWER
– REFEERENT POWER
POWER
Reward power.
--The extent to which a manager can use rewards to
control other people.
– Success in accessing and utilizing rewards depends
on manager’s skills
Legitimate power.
– Also known as formal hierarchical authority.
– The extent to which a manager can use
subordinates’ internalized (behavior) values or
beliefs that the “boss” has a “right of command” to
control their behavior.
POWER
COERCIVE POWER
power that stems from the authority to punish or recommend
punishment.
right of fire or demote
REFERENT POWER.
– Personal characteristics of leader rather than title or
position
– Referent power is characteristics that command members'
identification with, attraction to, or respect for, the power
holder
POWER
• EXPERT POWER
• WHEN TO USE:
• WHEN TO USE
• --The leader wants to keep employees informed about matters that
affect them.
• --The leader wants employees to share in decision-making and
problem-solving duties.
• --The leader wants to provide opportunities for employees to
develop a high sense of personal growth and job satisfaction. .
• --Changes must be made or problems solved that affect employees
or groups of employees.
• --You want to encourage team building and participation.
• Supportive –
concern for subordinates' well being and personal
needs. Treat subordinates as equal.
LEADER BEHAVIOR
• Achievement Oriented –
• When leader sets challenging goals for
subordinates followers so as to increase their
self-confidence and satisfaction and increase
performance
• Participative –
• When leader consult with his subordinates about
decision. making opinion and suggestions
SUBSTITUTES FOE LEADERSHIP
• a situation variable that makes a
leadership style redundant or
unnecessary.
• Subordinates know how to do the
work and do nor need leaders.
• If subordinates are highly
professional and know how to do the
work do not need a leader. and style
is less important.
NEW LEADERSHIP APPROACHES
• TRANSACTIONAL LEADERS
• A leader who clarifies subordinates role and task,
initiates structure, provides rewards and display
consideration for subordinates.
• They are hard working tolerant and fair minded.
• Social systems work best with a clear chain of
command
• Transactional leaders guide or motivate their
followers in the direction of established goals by
clarifying role and task requirements.
• Transformational leaders provide individualized
consideration, intellectual stimulation, and possess
charisma.
• CHARISMATIC LEADERS
• A leader who has the ability to motivate
subordinates to transced (greater) their expected
performance.
• Power to inspire or attract others.
• Charismatic Leaders pay a great deal of attention in
scanning and reading their environment, and are good
at picking up the moods and concerns of both
individuals and larger audiences
• Many politicians use a charismatic style, as they
need to gather a large number of followers
• They create atmosphere of change by visionary
ideas that excite , stimulate people to work hard.
• TRANSFORMATIONAL LEADERSHIP