Leadership

®
 Leadership
• Leadership is defined as influencing others to work
diligently toward achieving their goals.

1. Clearly stating your

vision!

2. Explaining your plan for

attaining your vision!

3. Instilling confidence and

optimism!

4. Expressing confidence in
those you lead!!!
Leadership is . . .

. . . A new way of being.

Behavioral Theories of Leadership
University of Iowa Studies (Kurt Lewin)
• Identified three leadership styles:
– Autocratic style: centralized authority, low participation
– Democratic style: involvement, high participation, feedback
– Laissez faire style: hands-off management
 Autocratic Leader
• Sets goals individually
• Engages primarily in one-way, downward communication
• Controls discussions of followers
• Sets policy and procedures unilaterally
• Dominates interaction
• Personally directs the completion of tasks
• Provides infrequent positive feedback
• Rewards obedience and punishes mistakes
• Exhibits poor listening skills
• Uses conflict for personal gain
 Democratic Leader
• Involves followers in setting goals
• Engages in two-way, open communication
• Facilitates discussion with followers
• Solicits input regarding determination of policy and
procedures
• Focuses interaction
• Provides suggestions and alternatives for the completion of
tasks
• Provides frequent positive feedback
• Rewards good work and uses punishment only as a last
resort
• Exhibits effective listening skills
• Mediates conflict for group gain
 Laissez-Faire Leader
• Allows followers free rein to set their own goals
• Engages in noncommittal, superficial communication
• Avoids discussion with followers to set policy and
procedures
• Avoids interaction
• Provides suggestions and alternatives for the completion of
tasks only when asked to do so by followers
• Provides infrequent feedback of any kind
• Avoids offering rewards or punishments
• May exhibit either poor or effective listening skills
• Avoids conflict
 Blake and Mouton’s
Leadership Grid
Combination of Ohio State and University of Michigan studies:

Concern for Concern for

Production People

Try to emphasize BOTH

 Leadership Grid
• Has also been called the Managerial Grid
• Focuses communication styles

– 1,1 Impoverished Mgt

– 9,1 Authority-Compliance
– 5,5 Middle of the Road Management
– 1,9 Country Club Management
– 9,9 Team Management
 The
Managerial
Grid
(Blake and Mouton)
High

9 1,9 Team Management 9,9 Leadership

8
Country Club Management
Thoughtful attention to the
Work accomplishment is
from committed people;
Grid®
needs of people for satisfying interdependence through
relationships leads to a a “common stake” in
7 organization purpose
comfortable, friendly
leads to relationships
The Leadership Grid® is
organization atmosphere
and work tempo. of trust and respect. a method of evaluating
Concern for people

6
leadership styles. The
Middle of the Road Grid® is used to train
5 5,5
Management managers so that they
Adequate organization performance is
possible through balancing the necessity
are simultaneously more
4
to get out work with maintaining morale concerned for people
of people at a satisfactory level.
Authority-Compliance and for production (9,9
3
Efficiency in operations style on the Grid®).
results from arranging
2 Impoverished Management conditions of work in
Exertion of minimum effort such a way that
to get required work done human elements
1 1,1 9,1
is appropriate to sustain interfere to a
organization membership. minimum degree.
0
Low 1 2 3 4 5 6 7 8 9

Low Concern for production High

 Leadership Styles and Follower Readiness
(Hersey and Blanchard)

Follower Unwilling Willing

Readiness
Participating Delegating
Able

Leadership
Styles

Unable Telling Selling

 Situational/contingency Leadership (Hersey-
Blanchard, 1970/80)
Leadership style changes according to the 'situation‘ and in response to the
individuals being managed – their competency and motivation

Competency Low competence Some High High

competence competence competence

Low Variable Variable High

Motivation commitment/ commitment/ commitment/ commitment/
Unable and Unable but Able but Able and willing
unwilling or willing or unwilling or or motivated
insecure motivated insecure
Leadership style DIRECTIVE COACHING SUPPORTIVE DELEGATORY
(Telling) (Selling) (Participating) (Delegating)
Path-Goal Theory Robert House

➢Premise
• Leader must help followers attain
goals and reduce roadblocks to success
• Leaders must change behaviors to
fit the situation (environmental
contingencies and subordinate
contingencies)
Contingency Theories of Leadership….continued

• Path-Goal Model
– States that the leader’s job is to assist his or her followers
in attaining their goals and to provide direction or
support to ensure their goals are compatible with
organizational goals.
– Leaders assume different leadership styles at different
times depending on the situation:
• Directive leader
• Supportive leader
• Participative leader
• Achievement oriented leader
Path-Goal Theory (Evans and House) (cont’d)

– Leader Behaviors:
• Directive leader behavior—letting subordinates
know what is expected of them, giving guidance and
direction, and scheduling work.

• Supportive leader behavior—being friendly and

approachable, having concern for subordinate
welfare, and treating subordinates as equals.
Path-Goal Theory (Evans and House) (cont’d)

– Leader Behaviors:
• Participative leader behavior—consulting with
subordinates, soliciting suggestions, and allowing
participation in decision making.

• Achievement-oriented leader behavior—setting

challenging goals, expecting subordinates to perform
at high levels, encouraging and showing confidence
in subordinates.
 Path-Goal Situations and Preferred Leader Behaviors

Situation Leader Behavior Impact on Follower Outcome

Followers lack Supportive Increases confidence to

self-confidence Leadership achieve work outcomes

Directive Increased
Ambiguous job Clarifies path to reward effort;
Leadership improved
satisfaction
and
performance

Lack of job Achievement- Set and strive for high

challenge Oriented goals
Leadership

Incorrect Participative Clarifies followers’

reward Leadership needs to change
rewards
Contemporary
Leadership
Theories
 Transactional and Transformational Leadership

Transactional Leaders • Contingent Reward

Leaders who guide or motivate their • Management by Exception

(active)
followers in the direction of
established goals by clarifying role • Management by Exception
(passive)
and task requirements
• Laissez-Faire

Transformational Leaders
• Idealized Influence
Leaders who provide the four “I’s”
(individualized consideration, • Inspirational Motivation

inspirational motivation, idealized • Intellectual Stimulation

influence, and intellectual • Individual Consideration
stimulation)
 Characteristics of Transactional Leaders
Contingent Reward: Contracts exchange of rewards for
effort, promises rewards for good performance, recognizes
accomplishments
Management by Exception (active): Watches and searches
for deviations from rules and standards, takes corrective
action
Management by Exception (passive): Intervenes only if
standards are not met
Laissez-Faire: Abdicates responsibilities, avoids making
decisions
E lements of Transformational Leadership

Creating
Communicating
a Strategic
the Vision
Vision

Transformational
Leadership

Building Modeling
Commitment the Vision
 Transactional vs Transformational leaders

Characteristics of Transactional and transformational leaders

Transactional Leaders
• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance,
recognizes accomplishment
• Management by exception (active): Watches and searches for deviations from rules and standards, takes
corrective action.
• Management by exception (passive): Intervenes only if standards are not met
• Laissez faire: Abdicates responsibilities, avoids making decisions

Transformational Leaders
• Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
• Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important
purposes in simple ways.
• Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.
• Individualized consideration: Gives personal attention, treats each employee individually, coaches,
advises.