TUTORIAL CHAPTER 6

1. Define Leadership
Leadership is the process by which a person exerts influence over other people and
inspires, motivates, and direct their activities to help achieve group or organizational
goals.
2. Explain with examples types of power exercised by leaders.
There are several types of power:
TYPE OF DESCRIPTION
POWER
Legitimate power -means the authority that a manager has by virtue of his or her position
in an organization’s hierarchy.

-for examples a personal leadership style often influences how a

manager exercises legitimate power.

Reward power -means the ability of a manager to give or withhold tangible such as pay
raises, bonuses, and choice job assignment and intangible rewards such
as verbal praise, a pat on back, or respect.

-for examples:
a. An effective manager will use their reward power to show
appreciation for subordinate’s good work and effort.

Coercive power -means the ability of a manager to punish others. Overuse of this power
can give a bad result and it will create a dangerous working condition.

-for examples it includes verbal reprimand, pay cuts, and dismissal.

Expert power -means a power that is based on special knowledge, skills, and expertise
that the leader possesses.

-tends to be used in a guiding or coaching manner rather than in an

arrogant, high-handed manner.

-their expert power gives them considerable influence over subordinates.

-for examples:
a. An effective leader takes steps to ensure that they have an adequate
amount of expert power to perform their leadership roles.

Referent power -means the power that comes from subordinates and coworkers respect,
admiration, and loyalty. It is more informal than the other kinds of
power.

-It is possessed by managers who are likable and whom subordinates

wish to use as a role model.
 -for examples, leaders who are likable and whom subordinates admire as
their role model are likely to possess referent power.

3.Identify 5 traits from the Traits Model

The trait model of leadership was focused on identifying the personal characteristic that
cause effective leadership. There is a few of trait model that is related to effective
leadership:
TRAIT DESCRIPTION
Intelligence -Helps mangers understand complex issues and solve
problems/

Knowledge and expertise -Help managers make good decisions and discover ways to
increase efficiency and effectiveness.

Dominance -Helps managers influence their subordinates to achieve

organizational goals.

Self-confidence -Contributes to managers effectively influencing

subordinates and persisting when faced with obstacles or
difficulties.

Maturity -Helps managers avoid acting selfishly, control their

feelings, and admit when they have made a mistake.

4. Briefly explain the Fiedler’s Contingency Model

Contingency models of leadership take into account the situation, or context, within
which leadership occurs. According to contingency models, whether or not manager is an
effective leader is the result of the interplay among what the manager is like, what he or
she does, and the situation that leadership takes place. There were three prominent
contingency models that developed to shed light on what makes managers effective
leaders which is Fred Fiedler’s contingency model, Robert House’s path-goal theory, and
the leader substitutes model.
Fred E. Fiedler was among the first leadership researchers to acknowledge that effective
leadership is contingent on, or depends on, the characteristics of the leader and on the
situation. Fiedler’s contingency model helps explain why a manager may be an effective
leader in one situation and ineffective in another; it also suggests which kind of managers
are likely to be the most effective in which situations.
This contingency model use leader style as with the trait approach, Fiedler hypothesized
that personal characteristic can influence leader effectiveness. This term is used to refer to
a manager’s characteristic approach to leadership and identified two basic leader styles
which is relationship-oriented and task-oriented. Relationship-oriented leaders are
primarily concerned with developing good relationships with their subordinates and being
like them. Relationship-oriented managers focus on having high-quality interpersonal
relationships with subordinates. Meanwhile, task-oriented leaders are primarily concerned
with ensuring that subordinates perform at a high level and focus on task
accomplishment. While task-oriented leaders also may be concerned about having good
interpersonal relationship with their subordinates, task accomplishment is their prime
concern.