Leadership

Management is about arranging & telling.

Leadership is about nurturing & enhancing.
Thomas J. Peters

Leadership
The ability to persuade
others to seek defined
objectives
- Keith Davis

Leadership
Leadership is an influence
relationship among leaders &
followers who intend real
changes & outcomes that
reflect their shared purposes

What does Leadership Involve

Leadership Vs. Management

management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members

Leaders Vs. Managers

Leaders

Managers

Emerges

Appointed

Wields Power

Wields Authority

Innovate

Administer

Develop

Maintain

Inspire

Control

Long-term view

Short-term view

Ask what and why

Ask how and when

Originate

Initiate

Challenge the status quo

Accept the status quo

Do the right thing

Do things right

Organizational Levels

Leadership Skills
CONCEPTUAL

Top
HUMAN

Middle

Supervisor TECHNICAL

Knowledge & Skills Required

LEADERSHIP
THEORIES

Approaches to Leadership
Traits Approach
Behavioral Approach
Contingency Approach

Trait Theories
Involves discerning how to be a leader by
examining the characteristics and methods of
recognized leaders.
Leaders are born not made.
Great Person Theory
Some traits are particularly suited to
leadership.
People who make good leaders have the
right (or sufficient) combination of traits.

Traits of Successful Leaders

Trait/ Characteristic Description
Drive

Desire for achievement; ambition; high

energy; tenacity; initiative

Honesty and integrity

Trustworthy; reliable; open

Leadership motivation

Desire to exercise influence over others to

reach shared goals

Self-confidence

Trust in own abilities

Cognitive ability

Intelligence; ability to integrate and

interpret large amounts of information

Knowledge of the business Knowledge of industry, relevant technical

matters
Creativity

Originality

Flexibility

Ability to adapt to needs of followers and

requirements of situation

Criticisms
Failed to identify any traits as absolutely
essential
Problem of identifying traits
Problem of measuring traits
Overlooks situational nature of leadership

Behavioral Theories
Successful leadership is based in definable,
learnable behavior.
Focus on what leaders actually do
Studies under behavioral approach
The Ohio State Studies
The University of Michigan Studies
Managerial Grid
Scandinavian Studies

Ohio State Studies

HIGH
Consideration

High Consideration
High IS

LOW
LOW

Initiating structure

HIGH

University of Michigan Studies

Compared behavior of effective &
ineffective supervisors
Employee vs. Production oriented
Distinct leadership styles
Employee oriented" leaders

Leadership Grid Theory

Robert Blake & Mouton
Concern for people" vs. "concern for
production
9 x 9 Grid
5 leadership styles

The Managerial Grid

High
1,9 pattern
Country club
management

8
Concern for People

1,1 pattern
Impoverished
management

9,9 pattern
Team managementthe ideal style

7
6

5,5 pattern
Middle-of-the-road
management

5
4
3
2

1
Low
Low

9,1 pattern
Task management
1

3
4
5
6
7
8
Concern for Production

9
High

Leadership grid: Styles

Authority-Compliance/ Task management
people are tools for getting the job done
communication is for instructions
Country Club Management
personal and social needs of followers,
positive climate
Impoverished Management
no commitment, apathetic

Leadership grid: Styles

Middle-of-the-Road Management
compromisers, avoid conflicts, emphasize
moderate levels of production
Team Management
stimulate participation, acts determined,
makes priorities clear, behaves openmindedly

Scandinavian Studies
Development Oriented Behavior
Development Oriented leaders considered
more competitive.

Individualized Leadership
A theory based on the notion that a leader
develops a unique relationship with each
subordinate
or
group
member,
which
determines how the leader behaves towards
the member and how the member responds

Stages of development of
Individualized Leadership
1.
2.
3.

Vertical Dyad Linkage

Leader- Member Exchange
Partnership Building

Vertical Dyad Linkage Model

LL

The
Vertical
Dyad

Dyadic Relationship
SS

In-group/out-group status based on how well

subordinate works with the leader & how well
the leader works with the subordinate

Vertical Dyad Linkage

Model

Leader Member Exchange

Theory
Describes how leaders in groups maintain their
position through a series of tacit exchange
agreements with their members.
Differentiation of members into "in-group" &
"out-group"
Result : in-group members higher
Performance & satisfaction

Leader Member Exchange Theory

LMX Process
1.

Role taking
Member joins the team & leader assesses their abilities
& talents. Based on this, the leader may offer them
opportunities to demonstrate their capabilities.

2. Role making
The leader & member take part in an unstructured &
informal negotiation whereby a role is created for the
member & the often-tacit promise of benefit & power in
return for dedication & loyalty takes place.
3. Routinization
In this phase, a pattern of ongoing social exchange
between the leader & the member becomes established

Partnership Building
In-group/out group may lead to
resentment among out-group members
Train/focus on developing positive
relationships with all followers.
Leader
views
each
person
independently, and may treat each
person in a different but positive way.

Contingency Theories
No one best way of leading
Leader's ability to lead is contingent upon
various situational factors
Five Contingency Models
Fiedlers Contingency Model
Hersey & Blanchards Situational Theory
Path Goal Theory
Vroom Yetton Jago Contingency Model

Fiedlers Contingency Model

Group performance depends on:
Leadership style, described in terms of task
motivation and relationship motivation.
Situational favorableness, determined by three
factors:
Leader-member relations
Task structure
Position power

Fiedlers Contingency Model

Leadership Style measured with a
questionnaire known as Least Preferred
Coworker (LPC) scale
Based on the scale, leader classified as
Relationship oriented
Task oriented

Most unfavorable

Fiedlers Contingency Model

How Leadership Style fits the Situation

Hersey & Blanchards Situational

Theory

ss
e
gn
n
lli
i
w
d
n
a
y
lit
i
ab
:
ss
e
in
d
ea
r
r
e
w
lo
l
Fo
Leader: decreasing need for support and supervision

Hersey & Blanchards Situational

Theory
Different situations demand different kinds of
leadership
Being an effective leader requires that an
individual adapt her/his style to the demands
of different situations
Prescriptive curve indicates when each style
should be used
Directive & supportive dimension

Hersey & Blanchards Situational Theory

Path Goal Theory

By Robert House
To describe the way that leaders encourage &
support their followers in achieving the goals
they have set by making the path that they
should take clear & easy.
Effectiveness = f (environment, subordinates)

Path Goal Theory

Path- Goal Theory

Path Goal Theory

Leadership Participation Model

By Victor Vroom, Philip Yetton, Arthur Jago
Establish relationship between Leadership
Behavior & Decision Making
Participation increases decision acceptance.
Decision acceptance increases commitment
and effectiveness of action.

Leadership Participation Model

A decision making tree that enables a leader
to examine a situation & determine which style
or level of involvement to engage
By asking oneself a series of questions about
the nature of the problem, decision, &
consequences, the leader can decide just how
much involvement others should have in the
decision
Model identifies 5 styles along a continuum
ranging from autocratic to consultative to
group-based

Leadership Participation Model

Assumptions
Leaders can classify problems by following
decision tree
Leaders are willing & capable of adapting
their styles to suit the situation
Employees accept the leaders classification
of the situation & change in leadership style

Leadership Participation Model

Problem Attributes
Decision Quality
Employee Acceptance
Leadership Styles:
Autocratic A1
Autocratic A2
Consultative C1
Consultative C2
Group G2

Leadership Participation Model

Leadership Styles:
Autocratic A1- you use the information you already have &
make the decision
Autocratic A2 - you ask team members for specific information
& once you have it, you make the decision
Consultative C1- you inform team members of what you're
doing & may individually ask opinions,
Consultative C2 - you are responsible for making the decision,
however, you get together as a group to discuss the situation &
solicit suggestions.
Group G2 - The team makes a decision together. Your role is
mostly facilitative and you help the team come to a final
decision that everyone agrees on

Questions to be asked in the

sequence below
1.
2.
3.

4.

5.

6.

7.
8.

Quality Requirement (QR): How important is the technical

quality of the decision?
Commitment Requirement (CR): How important is
subordinate commitment to the decision?
Leader's Information (LI): Do you (the leader) have
sufficient information to make a high quality decision on
your own?
Problem Structure (ST): Is the problem well structured
(e.g., defined, clear, organized, lend itself to solution,
time limited, etc.)?
Commitment Probability (CP): If you were to make the
decision by yourself, is it reasonably certain that your
subordinates would be committed to the decision?
Goal Congruence (GC): Do subordinates share the
organizational goals to be attained in solving the
problem?
Subordinate conflict (CO): Is conflict among subordinates
over preferred solutions likely?
Subordinate information (SI): Do subordinates have
sufficient information to make a high quality decision?

Transactional &
Transformational Leadership

Contingent Reward

Charisma

Management by
Exception

Inspiration

Laissez-Faire

Intellectual Stimulation
Individual
Consideration

Charismatic Leadership
Key
KeyCharacteristics:
Characteristics:
1.1. Vision
Visionand
and
articulation
articulation
2.2. Personal
Personalrisk
risk
3.3. Environmental
Environmental
sensitivity
sensitivity
4.4. Sensitivity
Sensitivityto
to
follower
followerneeds
needs
5.5. Unconventional
Unconventional
behavior
behavior

Transformational
Leadership and Charisma
Personality
Characteristics Behaviours
Dominant

Sets strong
role model

Effects on
Followers
Trust
in leaders ideology

Desire to
influence

Belief similarity between

Shows competenceleader and follower

Confident

Articulate goals

Strong
values

Unquestioning acceptance

Obedience
Communicates
high expectations
Identification with leader
Express confidence
Emotional involvement,
heightened goals, increased
Arouse motives
confidence

Authentic Leadership
Authentic leaders are good in their
skin, so good they dont feel a need
to impress or please others. They not
only inspire those around them, they
bring

people

together

around

shared purpose & a common set of

values & motivate them to create
value for everyone involved.