Susan E. Jackson
John W. Slocum, Jr.
MANAGING: A COMPETENCY
BASED APPROACH
11th Edition
Prepared by
Argie Butler
Texas A&M University
Learning Goals
1. Explain what leadership means
2. Describe the personal characteristics that enable
leaders to be effective
3. Describe the types of behaviors required for
leadership
4. Identify the contingencies that may shape how
leaders behave
5. State the key characteristics and behaviors of
transformational leadership
6. Describe how organizations develop leaders
Chapter 15: PowerPoint 15.1
Leadership: an influence relationship between
leaders and followers who strive for real
change and outcomes that reflect their
shared purposes
Social
Self-Awareness
Awareness
(continued)
Chapter 15: PowerPoint 15.11
Produce or perish style: goal is to pressure
subordinates, often through legitimate influence
tactics, to meet production goals
Middle-of-the road style: goal is to find an
acceptable balance between workers’ needs
and productivity goals
Team style: goal is to establish teamwork and
foster feelings of commitment, trust, and
respect to develop a “common state” in the
organization’s purpose
(continued)
Chapter 15: PowerPoint 15.12 (Adapted from Figure 15.4)
High
(1, 9) (9, 9)
9 Country Team
club style style
8
7
Concern for people
5 (5, 5)
4 Middle-of-the-road style
2
(1, 1) (9, 1)
1 Impoverished Produce or
style perish style
Low
Low 1 2 3 4 5 6 7 8 9 High
Concern for production
Chapter 15: PowerPoint 15.13 (Adapted from Figure 15.4)
Contingency models of leadership: situational
factors determine the best style of leadership
to use
Follower Leader
Directed Directed
Source: P. Hersey, et al. Management of Organizational Behavior: Leading
Human Resources, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2001), p. 182.
Copyright © 2001, Center for Leadership Studies, Escondido, CA. Used with
permission.
Chapter 15: PowerPoint 15.20 (Adapted from Figure 15.5)
The Situational Leadership® Model (Part II)
(high) LEADERSHIP BEHAVIOR
S3 S2
Share ideas Explain decisions
and facilitate and provide
(Supportive Behavior)
Relationship Behavior
performance
Task Behavior
(low) (Directive Behavior)
(high)
Chapter 15: PowerPoint 15.21 (Adapted from Figure 15.5)
Leaders should choose among five leadership styles based
on seven contingency variables, while also recognizing the
time requirements and other costs associated with each
style
Importance of
Likelihood of
Commitment
Commitment
Competence
Significance
Expertise
Expertise
Decision
Support
Leader
Team
Team
Team
Note: Dashed line ( )
Means not a factor.
H Decide
H Delegate
H
H H L
Problem Statement
L
Source: L Consult Group
Vroom, V.H. L
H Facilitate
Leadership H
H
H
L
and decision- H L Consult Individually
making. H L
L
Organization H Facilitate
H
al Dynamics, L H L
L Consult Group
Spring 2000, L
82-94. H Decide
H Facilitate
H H L
L L
L Consult Individually
L
H Decide
L H H Delegate
L L Facilitate
L Decide
Chapter 15: PowerPoint 15.26 (Adapted from Figure 15.6)
Transformational leaders inspire others with their
vision, often promote this vision over opposition, and
demonstrate confidence in themselves and their views
(continued)
Chapter 15: PowerPoint 15.27
Transformational leaders (cont’d)
Ethical: viewed as trustworthy
Charismatic
and Ethical Trustworthy
Transformational
Leaders
Thoughtful Considerate
Confident