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11-1

Chapter 11:

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Chapter Outline

Are Managers and Leaders the Same?

Leadership as Supervision

Behavioural Theories: Do Leaders Behave in

Particular Ways?

Contingency Theories: Does the Situation Matter?

Inspirational Leadership

Contemporary Leadership Roles Contemporary Issues in Leadership

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Leadership

1. What is the difference between a managerand a leader?

2. Are there specific traits, behaviours, and

situations that affect how one leads?3. How does a leader lead with vision?

4. Are there leadership roles for non-

managers?5. What are some of the contemporary issues

in leadership?

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Exhibit 11-1 DistinguishingLeadership from Management

Management1. Engages in day-to-day caretaker

activities: Maintains and allocatesresources

2. Exhibits supervisory behaviour: Actsto make others maintain standard jobbehaviour

3. Administers subsystems withinorganizations

4. Asks how and when to engage instandard practice

5. Acts within established culture of theorganization

6. Uses transactional influence: Induces

compliance in manifest behaviourusing rewards, sanctions, and formalauthority

7. Relies on control strategies to getthings done by subordinates

8. Status quo supporter and stabilizer

Leadership1. Formulates long-term objectives for

reforming the system: Plans strategyand tactics

2. Exhibits leading behaviour: Acts tobring about change in others congruentwith long-term objectives

3. Innovates for the entire organization

4. Asks what and why to change standardpractice

5. Creates vision and meaning for theorganization

6. Uses transformational influence:Induces change in values, attitudes, and

behaviour using personal examples andexpertise

7. Uses empowering strategies to makefollowers internalize values

8. Status quo challenger and changecreator

Source: R. N. Kanungo, Leadership in Organizations: Looking Ahead to the 21stCentury, Canadian Psychology 39, no. 1-2 (1998), p. 77.

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Blake and Moutons Managerial Grid

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Exhibit 11-3 Hersey and BlanchardsSituational Leadership Theory

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Exhibit 11-4 Path-Goal Theory

CONTINGENCY FACTORS

Environmental

Task Structure Formal Authority System Work Group

Subordinate

Locus of control Experience Perceived ability

Leader Behaviour

Directive Achievement-oriented Participative

Supportive

Outcomes

Performance Satisfaction

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Exhibit 11-5 Substitutes andNeutralizers for Leadership

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Exhibit 11-7 Full Range ofLeadership Model

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Summary and Implications

1. What is the difference between a manager and aleader?

One theorist suggests that managers promote stability whileleaders press for change.

2. Are there specific traits, behaviours, and situationsthat affect how one leads?

The research on this topic has been mixed. Contingency theoriessuggest that leaders need to adjust their behaviours, depending onthe situation and employee needs.

3. How does a leader lead with vision. Leaders that lead with vision are known as transformational or

charismatic leaders. They inspire followers to go beyond theirown self-interests for the good of the organization.