Leadership

Ability to influence a group toward the achievement of goals. The source of influence may be formal, provided by managerial rank in an organization.

Non-sanctioned leadership is the ability to influence that arises from outside of the formal structure of the organization.

There are four major factors in leadership:

Follower Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people!

Leader
You must have a honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader who determines if a leader is successful.

Communication
You lead through two-way communication. Much of it is nonverbal. What and how you communicate either builds or harms the relationship between you and your employees.

Situation

All are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation

Classification of Leadership Theories

Established Theories Trait Theory
Behavioral Leadership Theory Contingency Theory Path-goal Theory Situational Theory Leader-Participation Model

Classification of Leadership Theories

Emerging Framework
Charismatic leadership Theory Transformational Leadership Theory

Established Theories

Trait Theories
Assumes that leaders are born
Characteristics that differentiate leaders from non-leaders Personality traits in leaders that non-leaders do not possess

Characteristics of individuals who meet the definition of leader

Traits Consistently Associated with Leadership

Drive and ambition Desire to lead and influence others

Honesty and integrity

Self-confidence Intelligence In-depth technical knowledge

Traits Alone Do Not Explain Leadership

Ignore situational factors

Leaders must take the right actions The right actions differ by situation

Behavioral Theories
Assumes people can be trained to lead Provides the basis of design for training programs

The Managerial Grid

Country Club Management

9
8 7

1,9

9,9

Team Management

High

Concern for People

6 5 4 3 2

5,5

Middle-of-the-Road Management

Low 1
Impoverished Management

1,1
1 2 3 4 5 6 7 8

9,1
9

Low

Concern for Production

High

Task-oriented Management

The Managerial Grid: The 9 x 9 matrix

Country Club: High concern Team Leader: High concern

for people and low concern for task for people and high concern for task

Impoverished: Low concern Authoritarian: High concern

for people and low concern for task for task and low concern for relationship.

Contingency Theories
Fiedler Leadership Model - Proper match of leaders style of interacting with subordinates Path-Goal Model - Leader assists followers in attaining goals and ensures goals are compatible with overall objectives Leader-Participation Model - Leader behavior must adjust to reflect the task structure

Leader-Member Exchange (LMX) Theory

Leaders establish a special relationship with a small group of followers

In-Group
People that the leader trusts Disproportionate amount of leaders time More likely to receive special privileges

Out-Group
Less of the leaders time Fewer of preferred rewards that leader controls Leader-follower relations based on formal authority

Path-Goal Theory
Environmental contingency factors Task structure Formal authority system Work group Leader behavior Directive Supportive Participative Achievement oriented

Outcomes Performed Satisfaction

Subordinate contingency factors Locus of control Experience Perceived ability

Situational Leadership Theory

Emerging Theories

Charismatic Leadership
Charismatic leaders:

Have a compelling vision or sense of purpose

Communicate that vision effectively Demonstrate consistency and focus Know their own strengths and capitalize on them

Transformational Leadership
Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational leaders provide individualized consideration, intellectual stimulation, and possess charisma. Transformational leadership builds on top of transactional leadership.

Transactional vs. Transformational Leadership

Characteristics that differentiate transformational or charismatic leaders

Self-confidence A vision Strong convictions in that vision Extraordinary behavior Image as a change agent

Thank you