Chapter 8 TRAITS OF EFFECTIVE LEADERS

• Leading - is that the management 1. A high level of personal drive

function which “involves influencing 2. The desire to lead
others to engage in the work behaviors 3. Personal integrity
necessary to reach organizational 4. Self-confidence
5. Analytical ability or judgement
goals.”
6. Knowledge of the company
• Power - refers to the ability of a leader 7. industry or technology
to exert force on another. 8. Charisma
9. Creativity
Bases of power 10. Flexibility

1. LEGITIMATE POWER - A
person who occupies a higher Leadership skills
position has legitimate power over
1. Technical skills- When a leader
persons in lower positions within
has the technical skill related to his
the organization
area of responsibility, he will be
2. REWARD POWER - When a
more confident in performing his
person has the ability to give
functions.
rewards to anybody who follows
2. Human skills- These skills refer to
orders or requests, he is said to
the ability of a leader to deal with
have reward power.
people, both inside and outside the
3. COERCIVE POWER- When a
organization.
person compels another to comply
3. Conceptual skills-These skills refer
with order through threats or
to “the ability to think in abstract
punishment, he is said to possess
terms, to see how parts fit together
coercive power.
to form the whole.”
4. REFERENT POWER- When a
person can get compliance from
another because the latter would
want to be identified with the
former, that person is said to have Behavioral Approach to Leadership Styles
referent power.
5. EXPERT POWER- Experts • Those in position of leadership exhibit
provide specialized information a pattern of behavior that is unique
regarding their specific lines of and different from other patterns.
expertise.

NATURE OF LEADERSHIP Ways Leaders Approach People

• Leadership - may be referred to as “the 1. Positive leadership-

process of influencing and supporting 2. Negative leadership
others to work enthusiastically toward
achieving objectives.”
Ways Leaders Uses Power

1. Autocratic Leaders
2. Participative Leaders
3. Free-Rein Leaders

Leaders Orientation Towards Task and People

1. Employee Orientation
2. Task Orientation

Fiedler’s Contingency Model -According to

Fred Fiedler “leadership is effective when the
leader’s style is appropriate to the situation”.

Hersey and Blanchard Situational Leadership

Model- The most important factor affecting
the selection of a leader’s style is the
development or maturity level of subordinate.
The leader should match his/her style to
maturity level.

Maturity Components

1. Job skills and knowledge

2. Psychological maturity