12-1

 Introduction
 Perspectives of Leadership
 Competency (Trait)
 Behavioral Model
 Task Vs People Oriented
 Contingency
 Path Goal
 Hersey & Blanchard’s
 Transformational Perspective
 Transformational Vs Transactional
 Transformational Vs Charismatic
 Elements of Transformational Leadership
 Evaluating of the Transformational Leadership
 Implicit Leadership Perspective
 Cross Cultural & Gender Issues (brief explanation)
 Gender Differences
12-2
Anne Sweeney’s leadership has
been a decisive factor in the
remarkable turnaround of ABC
television network.
 “There's great resolve and
strength there.”
 “Anne draws upon her optimism
and her grace in keeping her
focus firmly on the future.”
 “She's very concerned about the
people who work for her.”

12-3
Leadership is the ability
to influence, motivate,
and enable others to
contribute toward the
effectiveness of the
organizations of which
they are members

12-4
The view that leadership is broadly distributed rather
than assigned to one person
Employees are leaders when they champion change in
the company or team
Shared leadership calls for:
 Formal leaders willing to delegate power
 Collaborative culture – employees support each other
 Employee ability to influence through persuasion

12-5
 Competency
Perspective

Implicit
Leadership BehavioralPers
Leadership
Perspective pective
Perspectives

Transformational Contingency
Perspective Perspective

12-6
 Competencies – personal characteristics that lead to
superior performance in a leadership role (e.g. skills,
knowledge, values)
 Early research – very few “traits” predicted effective
leadership
 Emerging view – several competencies now identified as
key influences on leadership potential and of effective
leaders

12-7
 • Extroversion, conscientiousness
Personality
(and other traits)

• Positive self-evaluation
Self-concept • High self-esteem and self-efficacy
• Internal locus of control

• Inner motivation to pursue goals

Drive
• Inquisitiveness, action-oriented

• Truthfulness
Integrity
• Consistency in words and actions

more
12-8
 Leadership • High need for socialized power to
Motivation achieve organizational goals

Knowledge of • Understands external environment

the Business • Aids intuitive decision making

Cognitive/practica • Above average cognitive ability

l Intelligence • Able to solve real-world problems

Emotional • Perceiving, assimilating, understanding,

Intelligence and regulating emotions

12-9
1. Implies a universal approach
2. Alternative combinations of competencies might
work just as well

3. Assumes leadership is within the person

o But leadership is also about relations with followers

4. Competencies refer to leadership potential, not

performance

12-10
People-oriented behaviors
o Showing mutual trust and respect
o Concern for employee needs
o Looks out for employee well-being

Task-oriented behaviors
o Assign specific tasks
o Ensure employees follow rules
o Set “stretch goals” to achieve performance capacity

12-11
 People-task categories mask subcategories of leader
behavior that may be distinct

 Assumes best leaders display a high level of both people

and task styles
o But best style seems to depend on the situation

12-12
 Originated with expectancy theory of motivation
o Paths = employee expectancies
o Goals = employee performance

 States that effective leaders ensure that employees who

perform their jobs well receive more valued rewards
than those who perform poorly

12-13
 Directive
o Provide psychological structure to jobs
o Task-oriented behaviors

 Supportive
o Provide psychological support
o People-oriented behaviors
 Participative
o Encourage/facilitate employee involvement
 Achievement-oriented
o Encourage peak performance through goal setting and
positive self-fulfilling prophecy

12-14
 Employee
Contingencies
Leader Leader
Behaviors Effectiveness
• Directive • Employee
• Supportive motivation
• Participative • Employee
satisfaction
• Achievement-
oriented • Acceptance of
leader
Environmental
Contingencies

12-15
Employee
Contingencies Directive Supportive Participative Achievement

 Skill/Experience low high high

 Locus of Control external internal internal

Environmental
Contingencies Directive Supportive Participative Achievement

Task Structure nonroutine routine nonroutine ?

Team Dynamics–ve norms low cohesion +ve norms ?

12-16
 Situational Leadership Model
o Effective leaders vary style with follower “readiness”
o Leader styles – telling, selling, participating, and delegating
o Popular model, but lacks research support

 Fiedler’s Contingency Model

o Leadership style is stable -- based on personality
o Best style depends on situational control
o Theory has problems, but uniquely points out inflexibility of
leadership style

12-17
 Contingencies that limit a leader’s influence or make a
particular leadership style unnecessary.
o e.g.: Training and experience replace task-oriented leadership
 Research evidence: substitutes help, but don’t completely
substitute for real leadership

12-18
A. G. Lafley (shown), CEO of
Procter & Gamble, practices
transformational leadership
without using charisma. By
forming and communicating a
clear vision and modeling that
vision, he has transformed the
consumer goods company.

12-19
Transformational leaders
o Leading -- changing the
organization to fit environment
o Change agents

Transactional leaders
o Managing – achieving current
objectives more efficiently
• link job performance to rewards
• ensure employees have necessary
resources
o Relates to contingency leadership
theories (e.g. path-goal)

12-20
 Is charismatic leadership
essential for transformational
leadership?
 Emerging view -- charisma differs
from transformational leadership
 Charisma is a personal trait that
provides referent power

12-21
1. Create a strategic vision
o Depiction of company’s attractive future
• motivates and bonds employees
o Leader champions the vision

2. Communicate the vision

o Frame message around a grand purpose
o Create a shared mental model of the future
o Use symbols, metaphors, symbols

12-22
3. Model the vision
o Walk the talk
o Symbolize/demonstrate the vision through behavior
o Builds employee trust in the leader

4. Build commitment to the vision

o Increased through communicating and modeling the vision
o Increased through employee involvement in shaping the shared
vision

12-23
 Transformational leadership is important
• Higher employee satisfaction, performance, org citizenship,
creativity

 Transformational leadership limitations

• Some models have circular logic
- Transformational leaders defined by their success rather than behavior
(Result: those models have no predictive value)
• Universal theory
- Need a contingency-oriented theory
- Recognize differences across cultures

12-24
Follower perceptions of characteristics of effective leaders
1. Leadership prototypes
• Preconceived image of effective leader, used to evaluate leader
effectiveness

2. Romance of leadership effect

• Amplify effect of leaders on organizational results
• Fundamental attribution error
• Need for situational control

12-25
 Societal cultural values and practices affect leaders:
o Shape leader’s values/norms
o Influence decisions and actions
o Shape follower prototype of effective leaders

 Some leadership styles are universal, others differ across

cultures
o “Charismatic visionary” seems to be universal
o Participative leadership works better in some cultures than others

12-26
 Male and female leaders have similar task- and people-
oriented leadership.
 Participative leadership style is used more often by female
leaders.
 Evaluating female leaders
o Still receive negative evaluations as leader due to prototypes and
gender stereotypes
o But evidence that they are good at emerging leadership styles
(coaching, teamwork)

12-27
McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. 12-28
McShane/Von Glinow OB 5e