Lecture 3

Types of Leadership
Different types of leadership styles exist in work environments. Advantages and
disadvantages exist within each leadership style. The culture and goals of an
organization determine which leadership style fits the firm best. Some companies
offer several leadership styles within the organization, dependent upon the
necessary tasks to complete and departmental needs.
Types of leadership include:
Laissez-Faire
A laissez-faire leader lacks direct supervision of employees and fails to provide
regular feedback to those under his supervision. Highly experienced and trained
employees requiring little supervision fall under the laissez-faire leadership style.
However, not all employees possess those characteristics. This leadership style
hinders the production of employees needing supervision. The laissez-faire style
produces no leadership or supervision efforts from managers, which can lead to
poor production, lack of control and increasing costs.
Autocratic
The autocratic leadership style allows managers to make decisions alone without
the input of others. Managers possess total authority and impose their will on
employees. No one challenges the decisions of autocratic leaders. Countries such as
Cuba and North Korea operate under the autocratic leadership style. This leadership
style benefits employees who require close supervision. Creative employees who
thrive in group functions detest this leadership style.

Participative
Often called the democratic leadership style, participative leadership values the
input of team members and peers, but the responsibility of making the final
decision rests with the participative leader. Participative leadership boosts employee
morale because employees make contributions to the decision-making process. It
causes them to feel as if their opinions matter. When a company needs to make
changes within the organization, the participative leadership style helps employees
accept changes easily because they play a role in the process. This style meets
challenges when companies need to make a decision in a short period.
Transactional
Managers using the transactional leadership style receive certain tasks to perform
and provide rewards or punishments to team members based on performance
results. Managers and team members set predetermined goals together, and
employees agree to follow the direction and leadership of the manager to
accomplish those goals. The manager possesses power to review results and train
or correct employees when team members fail to meet goals. Employees receive
rewards, such as bonuses, when they accomplish goals.
Transformational
The transformational leadership style depends on high levels of communication
from management to meet goals. Leaders motivate employees and enhance
productivity and efficiency through communication and high visibility. This style of
leadership requires the involvement of management to meet goals. Leaders focus
on the big picture within an organization and delegate smaller tasks to the team to
accomplish goals.
The Process of Great Leadership
The road to great leadership that is common to successful leaders according
to Kouzes and Posner, 1987 include:

Challenge the process - First, find a process that you believe needs to be
improved the most.

Inspire a shared vision - Share your vision in words that can be

understood by your followers.

Enable others to act - Give them the tools and methods to solve the
problem.

Model the way - When the process gets tough, get your hands dirty. A boss
tells others what to do; a leader shows that it can be done.

Encourages the heart - Share the glory with your followers' hearts, while
keeping the pains within your own.

Lecture 4
Theories of Leadership
For decades, leadership theories have been the source of numerous studies. In
reality as well as in practice, many have tried to define what allows authentic
leaders to stand apart from others. Also, there as many theories on leadership as
there are philosophers, researchers and professors that have studied and published
leadership theories.
Theories are commonly categorized by which aspect is believed to define the leader
the most. The most widespread ones are:
-

Great Man Theory

Trait theory

Behavioural Theories

Contingency Theories

Transactional Theories and,

Transformational theories

Great Man Theory (1840s)

The Great Man theory evolved around the mid 19th century. Even though no one
was able to identify with any scientific certainty, which human characteristic or
combination of, were responsible for identifying great leaders. Everyone recognized
that just as the name suggests; only a man could have the characteristics of a
great leader.
The Great Man theory assumes that the traits of leadership are intrinsic. That
simply means that great leaders are born... they are not made. This theory sees
great leaders as those who are destined by birth to become a leader. Furthermore,
the belief that great leaders will rise when confronted with the appropriate
situation. The theory was popularized by Thomas Carlyle, a writer and teacher. Just
like him, the Great Man theory was inspired by the study of influential heroes. In
his book "On Heroes, Hero-Worship, and the Heroic in History", he compared a wide
array of heroes.
In 1860, Herbert Spencer, an English philosopher disputed the great man theory by
affirming that these heroes are simply the product of their times and their actions
the results of social conditions.
Trait Theory (1930's - 1940's)
The trait leadership theory believes that people are either born or are made with
certain qualities that will make them excel in leadership roles. That is, certain
qualities such as intelligence, sense of responsibility, creativity and other values

puts anyone in the shoes of a good leader. In fact, Gordon Allport, an American
psychologist,"...identified

almost

18,000

English

personality-relevant

terms"

(Matthews, Deary & Whiteman, 2003, p. 3).

The trait theory of leadership focused on analyzing mental, physical and social
characteristics in order to gain more understanding of what is the characteristic or
the combination of characteristics that are common among leaders.
There were many shortfalls with the trait leadership theory. However, from a
psychology of personalities approach, Gordon Allport's studies are among the first
ones and have brought, for the study of leadership, the behavioural approach.

In the 1930s the field of Psychometrics was in its early years.

Personality trait measurement was not reliable across studies.

Study samples were of low level managers

Explanations were not offered as to the relation between each characteristic

and its impact on leadership.

The context of the leader was not considered.

Many studies have analyzed the traits among existing leaders in the hope of
uncovering those responsible for ones leadership abilities! In vain, the only
characteristics that were identified among these individuals were those that were
slightly taller and slightly more intelligent.
Behavioural Theories (1940's - 1950's)
In reaction to the trait leadership theory, the behavioural theories are offering a
new perspective, one that focuses on the behaviours of the leaders as opposed to
their mental, physical or social characteristics. Thus, with the evolutions in
psychometrics, notably the factor analysis, researchers were able to measure the
cause an effects relationship of specific human behaviours from leaders. From this

point forward anyone with the right conditioning could have access to the once
before elite club of naturally gifted leaders. In other words, leaders are made not
born.
The behavioural theories first divided leaders in two categories. Those that were
concerned with the tasks and those concerned with the people. Throughout the
literature these are referred to as different names, but the essence are identical.
Contingency Theories (1960's)
The Contingency Leadership theory argues that there is no single way of leading
and that every leadership style should be based on certain situations, which
signifies that there are certain people who perform at the maximum level in certain
places; but at minimal performance when taken out of their element.
To a certain extent contingency leadership theories are an extension of the trait
theory, in the sense that human traits are related to the situation in which the
leaders exercise their leadership. It is generally accepted within the contingency
theories that leader are more likely to express their leadership when they feel that
their followers will be responsive.
Transactional leadership Theories (1970's)
Transactional theories, also known as exchange theories of leadership, are
characterized by a transaction made between the leader and the followers. In fact,
the theory values a positive and mutually beneficial relationship.
For the transactional theories to be effective and as a result have motivational
value, the leader must find a means to align to adequately reward (or punish) his
follower, for performing leader-assigned task. In other words, transactional leaders
are most efficient when they develop a mutual reinforcing environment, for which
the individual and the organizational goals are in sync.

The transactional theorists state that humans in general are seeking to maximize
pleasurable experiences and to diminish un-pleasurable experiences. Thus, we are
more likely to associate ourselves with individuals that add to our strengths.
Transformational Leadership Theories (1970s)
The Transformational Leadership theory states that this process is by which a
person interacts with others and is able to create a solid relationship that results in
a high percentage of trust, that will later result in an increase of motivation, both
intrinsic and extrinsic, in both leaders and followers.
The essence of transformational theories is that leaders transform their followers
through their inspirational nature

and

charismatic personalities. Rules and

regulations are flexible, guided by group norms. These attributes provide a sense of
belonging for the followers as they can easily identify with the leader and its
purpose.
Leadership is the ability to:
A)
influence others.
B)
motivate others.
C)
enable others to contribute towards the effectiveness and success of the
organization.
D)
all of the above.
E)
none of the above.
2 An emotional intelligence trait referring to the extent that people are sensitive to
situational cues and can adapt behaviour to match the situation:
A)
Self-monitoring personality.
B)
Integrity.
C)
Leadership motivation.
D)
Drive.
E)
None of these because emotional intelligence is a behaviour, not
a trait.
3 Each of these are one of the seven competency characteristics of effective
leaders, EXCEPT:
A)
drive.
B)
intelligence.
C)
self-confidence.
D)
authority.
E)
emotional intelligence.
4 Competencies indicate leadership:
A)
performance.
B)
success.
C)
potential.

D)
effectiveness.
E)
all of the above.
5 The competency (trait) perspective of leadership assumes great leaders have the
same personal characteristics in:
A)
all situations.
B)
distinct environments
C)
exclusive situations.
D)
identical circumstances.
E)
situations of limited effectiveness.
6 The style of assigning employees to specific tasks, clarifying their work duties and
procedures, ensuring they follow company rules, and pushing them to reach their
performance capacity is:
A)
people-oriented.
B)
support-oriented.
C)
achievement-oriented
D)
task-oriented.
E)
participation-oriented.
7
People-oriented behaviours include all of the following, EXCEPT:
A)
showing trust for employees.
B)
clarifying work duties and procedures.
C)
demonstrating genuine concern for employees.
D)
looking out for employee welfare.
E)
listening to employee suggestions.
8 Path-goal theory has its roots in which theory of motivation?
A)
Two-factor
B)
Expectancy
C)
Goal setting
D)
Equity
E)
Learned needs
9 The contingency perspective of leadership requires leaders to be both insightful
and flexible so that:
A)
they can find employees that like them and work with these
employees to improve the environment.
B)
they can work with employees that don't like them and reduce
turnover.
C)
they can adapt their behaviours & styles to the immediate
situation.
D)
they can learn new competencies.
E)
they can add these skills to their resume.
10 Servant leaders expect:
A)
employees to serve them.
B)
to serve and help employees.
C)
to direct the performance of employees.
D)
to consider employee ideas before making a decision.
E)
employees to reach their peak performance.
11 Which of these is not a leadership style identified in path-goal theory?
A)
Participative
B)
Achievement-oriented
C)
Directive

D)
Supportive
E)
Competitive
12 According to path-goal theory, which of these behaviours encourages employees
to reach their peak performance?
A)
Participative
B)
Achievement-oriented
C)
Competitive
D)
Supportive
E)
Directive
13 Which of these leadership styles in the path-goal model, is detrimental when
employees are skilled and experienced?
A)
Participative
B)
Achievement-oriented
C)
Competitive
D)
Supportive
E)
Directive
14 Which leadership theory suggests that effective leaders vary their style with the
"readiness" of followers?
A)
Situational leadership theory
B)
Path-goal theory
C)
Servant leadership
D)
Fiedler's contingency model
E)
Competency perspective
15
According to empirical research, the only part (leadership style) of the situational
leadership model that works is:
A)
delegating.
B)
telling.
C)
participating.
D)
selling.
E)
achievement-oriented.
16 Fiedlers leadership model suggests that the best style depends on the level of:
A)
environmental control.
B)
organizational structure.
C)
situational control.
D)
participation desire.
E)
organizational planning.
17 The theory which identifies contingencies that either limit the leader's influence
or make a particular leadership style unnecessary is called:
A)
leadership substitutes.
B)
competency-based leadership.
C)
transactional leadership.
D)
middle-of-the-road approach.
E)
situational leadership.
18
Self-leadership is a:
A)
type of transformational leadership.
B)
form of charisma.
C)
style identified in situational leadership theory.
D)
leadership substitute.
E)
contingency of path-goal theory.

19 A leadership style that helps organizations achieve their current objectives more
efficiently by linking job performance to valued rewards and ensuring that
employees have the resources to get the job done is called:
A)
transformational leadership.
B)
contingency leadership.
C)
transactional leadership.
D)
charismatic leadership.
E)
situational leadership.
20
Transactional leadership is about:
A)
managing.
B)
leading.
C)
visioning.
D)
charisma.
E)
gender.
21A form of interpersonal attraction whereby followers develop a respect for and
trust in the individual is known as:
A)
direction.
B)
charisma.
C)
bureaucratic control.
D)
achievement-orientation.
E)
a competency.
22 The perceptual processes which explain implicit leadership include:
A)
stereotyping.
B)
need for situational control.
C)
Attribution errors.
D)
all of the above.
E)
None of the above
Five Qualities to Look for in a Leadership Development Contractor
1. ___ Does the company offer genuine leadership experience? Experience in
academia or as a consultant is a good supplement, but experience is more
important. You want someone who has actually been in the trenches and
learned leadership from firsthand
expe rience.
2. ___ Do they want to help you succeed, or do they seem more interested
in constantly selling you more of their products and services?
3. ___ Do they ask what you want or try to push a pre-written curriculum? It's easier
for a provider to develop a standard curriculum and try to force your
company into that mold. Every company is different and the program must be
shaped to fit the company. One size will not fit all!
4. ___ Do they take the time to understand your business and its unique
requirements? To really help you succeed, the training provider not only needs to
know what you want, they must also understand your unique challenges. If the
training provider doesn't understand your company , how can he or she help
you develop a program that's best for you ?
5. ___ Will the training provider be available when things get difficult?
Leadership development is more than a few training seminars. A good provider
will be there for consultation when problems arise