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CHAPTER 7:
LEADERSHIP

LEARNING OUTCOMES :
 Define leader and leadership
 Compare and contrast early theories of
leadership
 Describe contemporary views of leadership
 Discuss contemporary issues affecting
leadership

MANAGERS VERSUS LEADERS

“Notall leaders are managers, nor are all
managers 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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WHO LEADERS ARE AND WHAT LEADERS DO

Leadership Leadership
Traits Behavior

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.

LEADERSHIP TRAITS

Desire Honesty
to Lead and
Integrity

Drive Self-
Confidence
Leadership
Traits

Knowledge Emotional
of the Stability
Business
Cognitive
Ability

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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.

EXHIBIT 17-2: BEHAVIORAL THEORIES

OF LEADERSHIP

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EXHIBIT 17-2: BEHAVIORAL THEORIES OF

LEADERSHIP (CONT.)

THE
MANAGERIAL
GRID
A two-dimensional
view of leadership
style that is based on
concern for people
versus concern for
production

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 followers’ task has a
ideological component or when the environment
involves a high degree of stress and uncertainty.

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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

CONTEMPORARY VIEWS OF LEADERSHIP

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

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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FRENCH AND RAVEN’S SOURCES OF POWER

 Legitimate – This comes from the belief that a person has
the right to make demands, and expect compliance and
obedience from others.

 Reward – This results from one person's ability to

compensate another for compliance.

 Expert – This is based on a person's superior skill and

knowledge.

 Referent – This is the result of a person's perceived

attractiveness, worthiness, and right to respect from
others.

 Coercive – This comes from the belief that a person can

punish others for noncompliance. 16

THANK YOU

REFERENCES :
Prentice Hall 2007
Pearson 2011

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