Fundamentals of Management, 8th ed

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Part 4: Leading

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none really exists.

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Other guidelines include clearly communicating the bases and

processes for performance evaluation, tying rewards directly to performance, and minimiz-

ing competition among managers for resources.

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Of course, these guidelines are much easier to list than they are to implement. The

well-informed manager should not assume that political behavior does not exist or,

worse yet, attempt to eliminate it by issuing orders or commands. Instead, the manager

must recognize that political behavior exists in virtually all organizations and that it

cannot be ignored or stamped out. It can, however, be managed in such a way that it

will seldom inflict serious damage on the organization. It may even play a useful role

in some situations.

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For example, a manager may be able to use his or her political

influence to stimulate a greater sense of social responsibility or to heighten awareness

of the ethical implications of a decision.

SUMMARY OF LEARNING OUTCOMES AND KEY POINTS

1.

Describe the nature of leadership and relate lead-

ership to management.

• As a process, leadership is the use of noncoer-

cive influence to shape the group’s or organi-

zation’s goals, motivate behavior toward the

achievement of those goals, and help define

group or organization culture.

• As a property, leadership is the set of charac-

teristics attributed to those who are perceived to

be leaders.

• Leadership and management are often related

but are also different.

• Managers and leaders use legitimate, reward,

coercive, referent, and expert power.

2.

Discuss and evaluate the two generic approaches

to leadership.

• The trait approach to leadership assumed that

some basic trait or set of traits differentiated

leaders from nonleaders.

• The leadership behavior approach to leadership

assumed that the behavior of effective leaders

was somehow different from the behavior of

nonleaders.

• Research at the University of Michigan and Ohio

State University identified two basic forms of

leadership behavior—one concentrating on work

and performance, and the other concentrating on

employee welfare and support.

• The Managerial Grid attempts to train man-

agers to exhibit high levels of both forms of

behavior.

3.

Identify and describe the major situational

approaches to leadership.

• Situational approaches to leadership recognize

that appropriate forms of leadership behavior

are not universally applicable and attempt to

specify situations in which various behaviors

are appropriate.

• The LPC theory suggests that a leader’s beha-

viors should be either task oriented or rela-

tionship oriented, depending on the

favorableness of the situation.

• The path-goal theory suggests that directive,

supportive, participative, or achievement-

oriented leader behaviors may be appropriate,

depending on the personal characteristics of

subordinates and the environment.

• Vroom’s decision tree approach maintains

that leaders should vary the extent to which

they allow subordinates to participate in

making decisions as a function of problem

attributes.

• The LMX model focuses on individual rela-

tionships between leaders and followers and on

in-group versus out-group considerations.

4.

Identify and describe three related approaches to

leadership.

• Related leadership perspectives are as follows:

• The concept of substitutes for leadership

• Charismatic leadership

• The role of transformational leadership in

organizations

5.

Describe three emerging approaches to leadership.

• Emerging approaches include the following:

• Strategic leadership