LEADERSHIP

 the process of directing and influencing the task-related

activities of group members.

Four Important Implications of Leadership:

1. leadership involves other people-employees or followers.
2. leadership involves an unequal distribution of power
between leaders and group members.
3. leadership is the ability to use the different forms of power to
influence followers behaviors in a number of ways.
4. leadership is about values.
TRAIT APPROACH TO
LEADERSHIP

1. Comparing the traits of those who have

emerged as leaders with the traits of those who
have not.

2. Comparing the traits of effective leaders with

those ineffective leaders.
BEHAVIORAL APPROACHES TO
LEADERSHIP

 Figures out what effective leaders do rather than

who effective leaders are.

 Unlike traits, behavior can be learned.

TWO ASPECTS OF LEADERSHIP
BEHAVIOR:

1. LEADERSHIP FUNCTIONS

To operate effectively, groups need someone to

perform two major functions:

◦ Task-related or problem-solving functions

◦ Group-maintenance or social functions

2. LEADERSHIP STYLES

The two leadership functions are expressed in two

different leadership styles:

◦ Task-oriented style
getting the job done is given more
emphasis than employee's growth or
personal satisfaction.

◦ Employee-oriented style
more emphasis on motivating rather
than controlling subordinates.
CONTINGENCY APPROACHES
TO LEADERSHIP
 Constituted by trait and behavioral approaches.
 Three Contingency Models of Leadership:

1. Hersey and blanchard's situational leadership

model

◦ holds that the most effective leadership style

varies with the "readiness" of the employees.
2. Leadership style and work situation: the fiedler
model

◦ a leader's effectiveness is based on the

situation.

◦ Three Leadership Situations:

1. QUALITY OF LEADER-MEMBER RELATIONS
2. TASK STRUCTURE
3. LEADER'S POSITION POWER
3. A PATH-GOAL APPROACH TO LEADERSHIP

◦ individual's motivation depends on his or her

expectation of reward and the attractiveness of
the reward.
PERSONAL CHARACTERISTICS
OF AN EMPLOYEE

ACTION-ORIENTED
Employees who take action and chance will
more often lead to success and mold confidence.

 INTELLIGENT
Intelligence is not the only thing, it’s a
strong foundation for success.
AMBITIOUS
Employees can help the company if they
want to help themselves have a better career.

 DISPLAY-LEADERSHIP
The employee must have the sense of
leadership.

 CULTURAL FIT
Personality can mean the diiference
between an employee who doesn’t stay long and
fails to produce vs. the all-star who is going to
significantly increase your competitive advantage.
 UPBEAT
Employees who come into work fresh and
energetic are going to outproduce workers who
think negatively and easily burn-out whrn
encounter defeat.

CONFIDENT
Confidence produces results and encourages
employees to take on challenges that other shy
away from.
 SUCCESFUL
One of the most effective way to predict
future success is the past success of the
employees.

HONEST
An employee can have all the talents, but
without integrity and authenticity, nothing great
will be accomplished.

 DETAIL – ORIENTED

 MODEST
KOUZES-POSNER
BEHAVIORAL APPROACH
5 PRACTICES for Kouzes and Posner’s leadership
development:

1. MODEL THE WAY

Discover you voice, clarify you personal
voices
Ste examples by aligning actions with shared
values

2. INSPIRE A SHARED VISION

Envision the future and imagine exhilarating
possibilities
3. CHALLENGE THE PROCESS
Search for opportunities by seeking
innovative easy to change, grow and improve

4. ENABLE OTHERS TO ACT

Foster collaboration by promoting
cooperative goals and building trust

5. ENCOURAGE THE HEART

Recognize contributions/ show appreciation
for excellence