LEADERSHIP

Shirin Eskandari
 Management is doing things right,
leadership is doing the right things”
(Warren Bennis and Peter Drucker)
 Leadership is the process by which
managers motivate ,influence ,direct ,and
communicate with subordinates to get
them to perform in ways that will help the
organization achieve its goals.
 It is one of the five major functions of
management . the ability to influence
others ---power---in an organization has
several sources and levels and can be
exercised in a variety of ways.
Power in an organization
 to get someone else to do something you
want done or make things happen the way
you want.
 Power should be used to influence and
control others for the common good rather
seeking to exercise control for personal
satisfaction.
Two sources of managerial power:

 Position power.
 Personal power.
Position power.
Based on a manager’s official status in the
organization’s hierarchy of authority.

Sources of position power:

 Legitimate power : is a function of a particular
position and stays with the position , not the
individual.
 Reward power : is based on a managers ability to
reward a subordinate for a particular performance
 Coercive power : is based on a managers ability
to punish a subordinate.
 Personal power.
on the unique personal qualities that a person
brings to the leadership situation.

Sources of personal power:

 Expert power : is based on an individual”s
knowledge , special skills , abilities , or previous
experience valuable to the organization.
 Referent power : is based on an individual “ s
ability to influence others through personal
characteristics or charismatic personality.
 Early studies were based on two
theories:
 Trait
Theory (focuses on leader qualities)
 Behavior Theory (focuses on leader actions)
 The 4 Leadership
Theory Classifications
Include:

Trait Contingency

Behavioral Integrative
Trait theory
Leaders are born , not made.
 Edwin Gheselli identified six traits for
effective leadership:
 Need for achievement
 Intelligence
 Decisiveness
 Self-confidence
 Initiative
 Supervisory ability
 Leaders with same traits might be successful in
different situations
Behavioral theory
 In the 1940s, research focused on leader
behaviors
 Focusing on what the leader does , not on
the traits he or she possesses , the
behavioral approach holds that leadership
has at least tow aspects– one related to task
performance , the other to employee
functioning ; that leadership styles can be
learned and must be flexible ; and that no
single style is appropriate for all situations.
Important leadership studies:
 Ohio State Studies (Stogdill, 1957
 Initiating structure (task-oriented)
 Methods
 Procedures
 Consideration (people-oriented)
 Approachable, trust, respect
University of Michigan studies
 Distinguished between job-centered and
employee-centered approaches to
leadership and found that while employee-
centered leadership was more effective ,
other styles could be effective and that
leadership effectiveness must be judged
by more than productivity.
Contingency approaches
 Both trait and behavioral theories tried to
identify the one best leader or style for all
situations
 By the late 1960s, it became apparent that there is no
such universal answer
 Leadership effectiveness depends on a
combination of the:
 Leader
 Followers
 Situational factors
Four factors play a role in the
situational approach to leadership :
 The personal characteristics of the
manager
 The nature of the job itself
 The nature of the organization
 The characteristics of subordinates
 Leadership results when…
the ideas and deeds of the leader match the needs and
expectations of the follower in a particular situation
 Examples:
 Gen. George Patton
 Nelson Mandela
 Adolf Hitler
 For leadership to take place, the leader, followers, and
situation must match
Fiedler “ s contingency model
 Fred E. Fiedler formulated a model in which task
structure (structured or unstructured) , leader-
member relations ( rated as poor or good ) , and
leader position power (strong or weak ) are
situational variables that can be used to predict
which type of leadership style would be most
effective.leadership style is described in terms of
least preferred coworker (LPC)variable in which
a low LPC score indicates task orientation and a
high LPC score (indicating high manager
effectiveness with workers)indicates employee
orientation.
The managerial grid and leadership
styles
 Laissez- fair management :at the lower left
corner of the grid is the management style
characterized by minimal concern for
people and minimal concern for production
(this style is sometimes known az
impovershed management)
 Country club management : position (1,9)
are managers who show a high concern for
people but give little attention to production
 Task management : position (9,1) is the
management style characterized by high concern
for production and low concern for people. Such
managers typically set high production quotas for
their subordinates.
 Middle-of-the-road management : in the middle
of the grid (5,5)is the management style
characterized by an adequate concern for both
people and production and an attempt to balance
the two.
 Democratic (team) management: position(9,9) is
what the developers of the grid ,Blake and
mouten , thought was the ideal- namely , high
concern for both people and production.
 …Good leaders are one the people
fear and hate.
 Great leaders, the people honour and
praise.
 Greatest leaders, the people do not
notice their existence.

 Lead people by walking beside

them..
 And when the best leader's work is
done, the people say, “We did it
ourselves.”
 …Old Chinese philosophy
 It is wonderful when the people believe
in the leader…

 It is more wonderful when the leader

believes in the people
 Great things can happen when you don’t
care who gets the credit. 

 Mark Twain