Chapter 7

Leadership

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THE NATURE OF LEADERSHIP

Do you have leadership

qualities?
Can you influence people to
perform task?
Do you support others to
work enthusiastically
toward achieving a goal?
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Leadership
A process of influencing and
supporting others to work
enthusiastically toward achieving
objectives.
Without a leader an organization would only be a set of confused
people and machines

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THE NATURE OF LEADERSHIP

Ultimate Test of Leadership
The degree to which a leader can:
-Identify
-develop
-channel
-enrich
the potential that is already in an
organization and its people, and then
sustains it across both good and bad
times.
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THE NATURE OF LEADERSHIP

WHAT IS
YOUR
LEADERSHIP
STYLE?

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THE NATURE OF LEADERSHIP

Difference between Management and Leadership

Management - is the function that coordinates the efforts of
people to accomplish goals and objectives using available
resources efficiently and effectively.
Leadership - a process of influencing and supporting others to
work enthusiastically toward achieving objectives.

Can you be an effective manager but bad in leadership?

Can you be an effective leader but bad in managing?

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Traits of Effective Leaders

Traits are your
physical,
intellectual, and
personality
attributes.

Traits releases skills, actions,

appropriate behavior
Separates the leaders and nonleaders
Successful and unsuccessful
leaders

Physical height, body size, shape, personal attractiveness

Intellectual Intelligent, smart, cognitive
Personality ambitious, aggressive, determine,
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THE NATURE OF LEADERSHIP

Positive Leadership Traits

Primary Positive Traits

Research confirmed that

leaders who where successful
are different from other
people and they acquire
certain core personality that
had contributed to his or her
success.

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THE NATURE OF LEADERSHIP

Positive Leadership Traits

Secondary Positive Traits
Cognitive (analytical) abilities
conscious
intellectual activity
thinking
reasoning
understanding
learning
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THE NATURE OF LEADERSHIP

Negative Traits of Some Leaders

Narcissism = are the Alpha Dogs in the Corporate World
If not controlled, becomes self-deceptive Bilib sa sarili
Worst scenario, produce leaders who are dangerously over
confident, power-seeking persons who are always desperate
to feed their egos.
Characteristics:
Ruthless, intimidate others (bullies), wants personal control
Result: Tension, stress, volatile
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THE NATURE OF LEADERSHIP

Are Leaders Born or Made?

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THE NATURE OF LEADERSHIP

Leaders are born. Personality
can be inherited. Every persons
leadership trait contains an
important innate foundation.
Environment plays a significant
role on a personality of an
individual on where he grew up.
There are certain traits that are
found in the environment can lead
him/her to become an effective
leader.

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THE NATURE OF LEADERSHIP

A persons behavioral
genetic source and
environmental source are
always together. So I can
say that leaders are made.

Leadership is just like a muscle; the more we exercise it, the

stronger we get. Are leaders born or made? If you are working
with and through others to achieve objectives, you are already a
leader. Can you become a more effective leader? Definitely.
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THE NATURE OF LEADERSHIP

Leadership Behavior
Successful
leadership depends
more on appropriate
behavior, skills and
actions less on
personal traits
(Physical,
intellectual,
personality)

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But traits releases skills, actions,

appropriate behavior

If traits can be learned and changed,

so is your leadership style

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THE NATURE OF LEADERSHIP

Three Types of Skills:

Technical Skills

Multi-Media Industry

Persons knowledge of,

and ability in, any type
of process or
technique.

Ex. Skills learned by accountants, engineers, lawyers, etc.

Sometimes as they become leaders have less use of technical skills
and uses their subordinates instead.
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THE NATURE OF LEADERSHIP

Three Types of Skills:

Human Skills
Ability to work effectively
with people and to build
teamwork.

Ex. Can easily come up to people, gives handshakes, smiles,

expresses appreciation, enthusiasm, warmth, listen
attentively, solicit inputs, develop teamwork

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Three Types of Skills:

Conceptual Skills
Ability to think in terms of
models, framework, and broad
relationships such as longrange plans.

Ex. Managers who can see the interrelationships between

its divisions, and to understand how the firm fits into and
affects its overall environment.

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THE NATURE OF LEADERSHIP

Leadership is Situational
(Hersey-Blanchard Situational Leadership Theory)
Successful leaders should change their
leadership styles based on the maturity of the
people they're leading and the details of the
task.
Leaders should be able to place more or less
emphasis on the task, and more or less
emphasis on the relationships with the
people they're leading, depending on what's
needed to get the job done successfully.
Action A maybe best today, then Action B might be better
depending on a situation.
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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Hersey & Blanchards Situational Leadership Model

According to Hersey and Blanchard, there are four main leadership styles:
Telling Leaders tell their people what to do and how to do it.
Selling Leaders provide information and direction, but there's
more communication with followers. Leaders "sell" their message
to get people on board.
Participating Leaders focus more on the relationship and less
on direction. The leader works with the team, and shares
decision-making responsibilities.
Delegating Leaders pass most of the responsibility onto the
follower or group. The leaders still monitor progress, but they're
less involved in decisions.
As you can see, Telling and Selling Styles are focused on getting the task
done. Participating and Delegating Styles are more concerned with
developing team members' abilities to work independently.
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Hersey & Blanchards Situational Leadership Model

You've just finished training the newest member of your team.
Now that he's ready to start working, you give him the data he needs to
enter into the company's database, and you hurry off to a meeting.
When you return later that afternoon, you find that he hasn't done
anything. He didn't know what to do, and he didn't have the confidence to
ask for help. As a result, hours have been lost, and you have to rush to
enter the data on time. Although you may want to blame the worker, the
truth is that you're as much to blame as he is.
How can you avoid situations like this?
Management experts Paul Hersey and Ken Blanchard argue that these
things happen because leaders don't match their style of leadership to the
maturity of the people they're leading. When style and maturity aren't
matched, failure is the result.
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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Figure 7-5 Situational leadership recommendations for

leadership style to be used with each development level

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THE NATURE OF LEADERSHIP

Fellowship in Leadership
Leaders are also Followers. True or not?
They may also report to someone else, or at least to some degree.

Being an effective follower,

as a leader is a requirement
for good leadership.

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BEHAVIORAL APPROACHES TO LEADERSHIP STYLE

Leadership Style
Positive Leadership Supportive, rewards, coaches
Negative Leadership Threatens, harshness, intimidates,
penalize, use fear
Autocratic Leadership Centralize power and decision making
and does not allow people to think for themselves
Consultative Leadership Solicits employees opinions and input
prior making a decision
Participative Leadership Decentralize authority, decision are
not done on undertakings by the leader only but
use the inputs from followers
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BEHAVIORAL APPROACHES TO LEADERSHIP STYLE

Leaders Use of Consideration and Structure
Consideration Leadership or
Employee Orientation
concern about the human needs
of their employees
- build teamwork, provide
psychological support, help
personal problems of
employees

Structural leadership or Task

Orientation Get result by
keeping people constantly busy
- Closely monitoring employee
actions, urging them to produce
at ever higher levels, ignores
personal issues/emotions of
employees

Best when combined together in one persons

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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Exception Approaches Models
Fiedlers Contingency Model
Fiedler believed that leadership style is fixed, and it can be measured
using a scale he developed called Least-Preferred Co-Worker (LPC) Scale.
First, you determine the "situational favorableness" of your particular situation. This
depends on three distinct variables that relate to the followers, the task, and the
organization.
Leader-Member Relations This is the level of trust and confidence
that your team has in you. A leader who is more trusted and has more
influence with the group is in a more favorable situation than a leader who
is not trusted.
Task Structure This refers to the type of task you're doing: clear and
structured, or vague and unstructured. Unstructured tasks, or tasks where
the team and leader have little knowledge of how to achieve them, are
viewed unfavorably.
Leader's Position Power This is the amount of power you have to
direct the group, andprovide
reward orCompanies,
punishment.
The more power you
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Fiedlers Contingency Model
The scale asks you to think about
the person who you've least
enjoyed working with.

You then rate how you feel

about this person for each
factor, and add up your
scores. If your total score is
high, you're likely to be a
relationship-orientated
leader. If your total score is
low, you're more likely to be
task-orientated leader.
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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Fiedlers Contingency Model
For instance, imagine that you've just started working at a new company,
replacing a much-loved leader who recently retired. You're leading a team
who views you with distrust (so your Leader-Member Relations are poor).
The task you're all doing together is well defined (structured), and your
position of power is high because you're the boss, and you're able to offer
reward or punishment to the group. The most effective leader in this
situation would be high LPC that is, a leader who can focus on building
relationships first.

Or, imagine that you're leading a team who likes and respects you (so your
Leader-Member relations are good). The project you're working on together
is highly creative (unstructured) and your position of power is high since,
again, you're in a management position of strength. In this situation a taskfocused leadership style would be most effective.
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Path-Goal Leadership Model
Your boss has just assigned a major project
to your new team. There are some very
talented people within the team, but you've
worked with them in the past, and it wasn't a
pleasant experience.
You've always felt that the best way to
manage a fast-paced, expert team is to set
objectives, and then let team members work
out how they'll deliver for themselves.
You don't want to interfere with what they're
doing, so you rarely have meetings with
individuals or with the group.

So what else should you

do? Would daily meetings
waste your people's time?
And would they be
annoyed if you involved
yourself more in decisionmaking, or gave them
more guidance on the
project?

The problem is that the team hasn't

responded well to this approach.

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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Path-Goal Leadership Model
The Path-Goal Theory of Leadership was developed to
describe the way that leaders encourage and support
their followers in achieving the goals they have been set
by making the path that they should take clear and easy.

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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Path-Goal Leadership Model
Psychological Support Leaders
must stimulate people to want to do
the job and attend to their emotional
needs.

Task Support: resource

budgets, power, and other
elements that are essential
to get the job done.
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Leaders need to
provide a
balance of both
Task and
Psychological
support for
their
employees:
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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Path-Goal Leadership Model
Style to use to direct people:
Directive Leadership - This includes giving them schedules
of specific work to be done at specific times. Rewards may
also be increased as needed and role ambiguity decreased (by
telling them what they should be doing).
Supportive Leadership This includes increasing the
follower's self-esteem and making the job more interesting.
This approach is best when the work is stressful, boring or
hazardous.
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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Path-Goal Leadership Model
Style to use to direct people:
Achievement Oriented Leadership - Setting challenging
goals, both in work and in self-improvement (and often
together). High standards are demonstrated and expected. The
leader shows faith in the capabilities of the follower to
succeed. This approach is best when the task is complex.
Participative Leadership - This approach is best when the
followers are expert and their advice is both needed and they
expect to be able to give it.
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Path-Goal Leadership Model
Leaders must assess three significant variables in each employees:
Locus of Control
Willingness to accept the influence of other
Self-perceived task ability

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Path-Goal Leadership Model
Locus of control describes the degree to
which a person perceives that outcomes
are results from their own behaviors. A
person believes that they are responsible
for their own success Internal Locus of
Control.
When a person believes that external
factors are the result of their success or
failures, like luck, fate. - External locus
of control.
Which orientation you choose has a bearing on your long-term success.
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Path-Goal Leadership Model
Willingness to accept the influence of others
If this variable is high, a directive approach will be more
successful
If this variable is low, a participative style is more
appropriate
Self-perceived Task Ability
Employees who have high confidence in their potential will
react most favorably to a supportive leader.
While those lacking in perception of their own task ability
will more likely embrace an achievement-oriented leader
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CONTINGENCY APPROACHES TO LEADERSHIP STYLE

Vroom Decision-Making Is a situational leadership theory of
industrial and organizational psychology. It argues the best style of
leadership is contingent to the situation.
Five (5) Types of Decision Makers:
Autocratic Type 1
Autocratic Type 2
Consultative Type 1
Consultative Type 2
Group-Based Type 2

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Vroom Decision-Making Model

Autocratic Type 1
Leader makes own decision using information that is readily available to him
at the time. This type is completely autocratic.
Autocratic Type 2
Leader collects required information from followers, then makes decision
alone. Problem or decision may or may not be informed to followers.
Here, followers' involvement is just providing information.
Consultative Type 1
Leader shares problem to relevant followers individually and seeks their
ideas and suggestions and makes decision alone. Here followers do not
meet each other.
Consultative Type 2
Leader shares problem to relevant followers as a group and seeks their
ideas and suggestions and makes decision alone. Here followers meet
each other
Group-based Type 2 (GII)
Leader discuss problem and situation with followers as a group and seeks
their ideas and suggestions through brainstorming. Leader accepts any
decision and does not try to force his idea.
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EMERGING APPROACHES TO LEADERSHIP

Emerging Approach to Leadership Special additional
perspective of new ways of looking at leadership
Substitutes
Are variables that make leadership unnecessary for subordinates
and reduce the extent to which subordinates rely on their leader
Example:
A computer system is a perfect example of a true substitute for
leadership. A computer system can be used to schedule
workflow, to set and maintain standard operating procedures, to
generate targets, to detect errors, to monitor performance and to
provide both positive and negative feedback.

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EMERGING APPROACHES TO LEADERSHIP

Emerging Approach to Leadership Special additional
perspective of new ways of looking at leadership
Neutralizers
Are variables that stops or counter-act actions taken by the leader.
Example
When leaders are physically separated from their subordinates,
leadership skills are not useful and/or difficult to perform. Best
example is in virtual work teams. Members are not located in the
same work place and communicate through computers.

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EMERGING APPROACHES TO LEADERSHIP

Emerging Approach to Leadership Special additional
perspective of new ways of looking at leadership
Enhancers
Are factors related to employees, tasks, and organizations that
magnify a leaders impact on employees.
Example
Leaders working with multiple areas within the organization (e.g.
design, manufacturing, marketing, finance) Access to accurate
information about the goals, limitations, and budget with each of these
areas will likely enhance the leaders ability to influence the team and
move the project forward.

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EMERGING APPROACHES TO LEADERSHIP

Emerging Approach to Leadership Special additional
perspective of new ways of looking at leadership

Coaching
A coach provides positive support, feedback
and advice to an individual or group basis to
improve their personal effectiveness in the
business setting.
To be a successful a coach requires a knowledge and
understanding of process as well as the variety of styles, skills and
techniques that are appropriate to the context in which the
coaching takes place
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EMERGING APPROACHES TO LEADERSHIP

Emerging Approach to Leadership Special additional
perspective of new ways of looking at leadership
Charismatic Leadership
Leader can communicate new
visions of an organization to its
followers and to raise follower
awareness of the importance
and goals
Characteristics:
Charismatic Leaders are able to express their vision, are
exceptionally self-confident, have a high need for power, and
have a strong conviction in the moral righteousness of their
beliefs.
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Transformational Leadership
Transformational leaders are those who transform their followers
into becoming leaders themselves.
A transformational leader focuses on "transforming" others to help
each other, to look out for each other, to be encouraging and
harmonious, and to look out for the organization as a whole.

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Con Georgiou, A Social Digital Entrepreneur from
Australia that start the Australian Chapter of the One
Million Acts of Innovation Program. Over the
course of his business career Con has coached,
mentored and led thousands of staff and customers
from all walks of life and has spent time with some
of the worlds best business minds. Below he shares
his thoughts on what he believes to be the top 5
most common traits in all-great leaders.
1) Best in class Leaders care for their people, I mean really care.
Like caring enough to understand when staff need support if put into
difficult situations where their skill may not match the challenge
called upon them.

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2) Surround themselves with people who have strengths that they
lack.
Valuing diversity is critical to this leadership trait. This may mean
that its not all smooth sailing and consensus may take some effort but
it does mean you have some rigor around your decision making and
execution capacity.
3) Understand the true power of relationships and empower
problem solvers.
All effective organizations are built on great relationships that are
based on trust, respect and honor to name a few. Without this you are
operating on shaky ground and even the best strategies and
technologies will not overcome these shortcomings.

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4) Have the unyielding courage (grit) to defend the companys
values under hardship.
Making the hard call to say no to bad business is tough but its what
separates true leaders from fakers. Standing for your companys
values will win the hearts and minds of your team, which drives deep
engagement.
5) Communicate, Communicate, Communicate.
As businesses grow strategies may change, ensuring constant and
clear communication is critical to maintaining pace and synchronicity.
Too many companies are like caterpillars who lose the plot in every
which way, this is taxing and demoralizing for all included.

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Using Path-Goal Theory Leadership Model, which of the

following best describe your leadership style?
Directive Leadership Leaders gives schedules of specific work to be
done at specific times. Rewards may also be increased as needed and
role ambiguity decreased (by telling them what they should be doing).
Supportive Leadership Leaders increase the followers self-esteem
and make the job more interesting.
Achievement Oriented Leadership - Setting challenging goals, both in
work and in self-improvement (and often together). High standards are
demonstrated and expected. The leader shows faith in the capabilities of
the follower to succeed.
Participative Leadership Leaders allow followers to share their
expertise, and allows to share advices.

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Questions
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Reference Sources:
http://www.mindtools.com/pages/article/newTED_91.htm
http://en.wikipedia.org/wiki/Path%E2%80%93goal_theory
http://changingminds.org/disciplines/leadership/styles/path_goal_le
adership.htm
http://www.mindtools.com/pages/article/fiedler.htm
http://www.mindtools.com/pages/article/newLDR_73.htm
http://www.mindtools.com/pages/article/newCDV_90.htm
http://en.wikipedia.org/wiki/Substitutes_for_Leadership_Theory

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