1. Chapter 15
Dynamics of Leadership
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2. 15.1
Learning Objectives
After reading this chapter, you should be able to:
State the types of power and their use by leaders
Describe the personal traits associated with effective leaders
Explain the behaviors of effective and ineffective leaders
Identify contingencies that may be important to the effectiveness
of a leader
State the key characteristics of transformational leaders
Describe how organizations develop leaders
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3. 15.2
Consequences of Using 5 Types of Power
Type of power used by leader Most likely response from followers
Expert Commitment
Referent
Reward Compliance
Legitimate
Coercive Resistance
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Adapted from Figure 15.1

4. 15.3
Emotional Intelligence Traits
Self-monitoring
• The ability to see the impact one has on people and to adapt
Confidence
• The ability to recognize and appreciate one’s own strengths and those of
others
Self-control
• The ability to rein in one’s ego and desire for personal dominance
Genuineness
• The ability to respect, and project, one’s authority
Empathy
• The ability to understand, and work with, the needs and motivations of
others
Ownership
• The ability to accept responsibility for one’s actions and their consequences
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5. 15.4
Comparison of Theory X and Y Assumptions
X Y
The typical employee dislikes People like to work
work and will avoid it if Employees who are committed
possible to the company’s objective will
Employees want direction exercise self-control
whenever possible Employees learn to accept and
Managers must coerce even seek responsibility at work
employees to get
them to work
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6. 15.5
The Managerial Grid Model
High (1,9) (9,9)
C 9
o Country club style Team style
n 8
c
e 7
r
n 6
f (5,5)
o 5
r Middle-of-the-road style
4
p
e 3
o
p Produce or
2 Impoverished style perish style
l Source: R. R. Blake, J. S. Mouton, and
e (1,1) (9,1) L. E. Greiner. Breakthrough in
1 organization development. Harvard
Low Business Review. November-December
1964
Low High
Concern for production
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Adapted from Figure 15.2

7. 15.6
Hersey and Blanchard’s Situational Leadership Model
SITUATIONAL LEADERSHIP
Leader Behaviors
High
High High Task
NG
Relationship and
Relationship Behavior
SE
(Supportive Behavior)
TI
and
LL
High
OR
ING
Low Task Relationship
PP
SU
S3 S2
Source: Hersey, P.,
and Blanchard, K.H.
S4 S1 Management of
G
Organizational
T IN Behavior: Utilizing
GA
Low High Task Human Resources, 6th
TE
LE
ed. Englewood Cliffs,
LL
Relationship and N N.J.: Prentice-Hall,
E
I
G
D
and 1993. Used by
Low permission from
Low Task Relationship Ronald Campbell,
Low President, Leadership
Low High Studies,
Escondido, California,
Task Behavior 1995.
(Directive Behavior)
Immature
Immature
Mature
High Moderate Low
R4 R3 R2 R1
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Follower Readiness
Adapted from Figure 15.3

8. 15.7
Vroom-Jago Time-Driven Leadership
Model
Contingency Variables Leadership Styles
Decision significance Decide style
Importance of commitment Consult individually style
Leader expertise Consult team style
Likelihood of commitment Facilitate style
Team support Delegate style
Team expertise
Team competence
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9. 15.8
Common Characteristics of
Transformational Leaders
Visionary
Confident Inspirational
Transformational
Leaders
Trustworthy Thoughtful
Considerate
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Adapted from Figure 15.4

10. 15.9
Leadership Development
On-the-Job Learning
Assessment and Training
Coaching and Mentoring
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