1. What types of leaders emerged?

2. Who were leaders?

3. What leader behaviors were exhibited?

4. What occurred that helped you solve the

problem?

5. What occurred that hindered you solving the

problem?

6. What did you learn about yourself?

7. What did you learn about leadership?

 Leadership!!!!
I. Trait theories
II. Behavioral styles theories
III. Contingency theories
 I. Trait theories
Your born with it or not
– Schwartzkopf book labeled needed traits for
an effective leader: intelligence, task
knowledge, dominance, self-confidence,
honesty
II. Behavioral Styles Theories
Leaders made not born
Autocratic, democratic, laissez-faire
Ohio State Studies: Two relevant leader
dimensions of Initiating Structure and
Consideration for Others
Blake and Mouton’s Managerial Grid: Concern
for Production and Concern for People
Charismatic, Transactional, Transformational,
Symbolic (culture)
RESEARCH RESULTS
- Transformational Leader Behavior – 1. articulating a vision; 2.
providing a role model; 3. communicating high performance
expectations; 4. providing individualized support; 5. fostering the
acceptance of group goals; 6. providing intellectual stimulation

- Transactional Leader Behavior – contingent reward behavior

- Agreeableness – good-natured, cooperative, and trusting

- Extraversion – sociable, talkative, assertive

- Positive Affectivity – people high in this have a tendency to have

an overall sense of well-being and be positively engaged in the
world around them in terms of achievement and interpersonal
relations

- Emotion Recognition – ability to accurately assess how followers

actually feel, to be sensitive to followers’ needs, to show empathy to
followers
III. Contingency theories
Fiedler’s model: Leader effectiveness is
contingent on match between leader style and
situational control. The leader’s style is fixed,
so match them to each situation.

Path-Goal theory: Use Directive, Supportive,

or Achievement-Oriented leadership
depending on situation. Leaders can adapt
style to each situation.

Situational Leadership/Life Cycle theory:

Effective leadership results from leader’s style
and follower’s readiness
Situational Leadership Model
C B

A
D
Maturity Level
Moderate

4 3 2 1

High Low

Telling, A- high structure, low consideration

Selling, B- high structure, high consideration
Participating, C- high consideration, low structure
Delegating, D-low consideration, low structure
IV. The Leadership Challenge by
Kouzes and Posner
Ten Commitments of Leadership
PRACTICES COMMITMENTS
Challenging the Process 1. Search out challenging opportunities to change,
grow, innovate, and improve.
2. Experiment, take risks, and learn from the
accompanying mistakes.
Inspiring a Shared Vision 3. Envision an uplifting and ennobling future.
4. Enlist others in a common vision by appealing to
their values, interests, hopes, and dreams.
Enabling Others to Act 5. Foster collaboration by promoting cooperative goals
and building trust.
6. Strengthen people by giving power away, providing
choice, developing competence, assigning critical
tasks, and offering visible support.
Modeling the Way 7. Set the example by behaving in ways that are
consistent with shared value.
8. Achieve small wins that promote consistent
progress and build commitment.

Encouraging the Heart 9. Recognize individual contributions to the success

of every project.
10. Celebrate team accomplishments regularly.