Leading People

CHAPTER 2
TRAITS, BEHAVIORS, AND STYLES
 Chapter Objectives
2

 Identify personal traits and qualities that are associated

with effective leaders.
 Recognize autocratic versus democratic leadership behavior
and the impact of each.
 Know the distinction between people-oriented and task-
oriented leadership behavior and when each should be
used.
 Understand how the theory of individualized leadership has
broadened the understanding of relationships between
leaders and followers.
 Recognize how to build partnerships for greater
effectiveness.
 Definition of Leadership Effectiveness
3

Leader are effective when their followers achieve

their goals, can function well together, and can
adapt to the changing demands from external
forces.
 Obstacles to Effective Leadership
4

 Environmental uncertainty
 Organizational rigidity
 Lack of opportunity to practice
 Relying on simplistic solutions
 Inaccessible research
 Leader’s Function In Shaping
Organizational Culture
5

LEADER
LEADER

Role Reward Hiring Structure

Model System Decisions & Strategy

CULTURE
CULTURE
 The Trait Approach
6

Traits: The distinguishing personal

characteristics of a leader, such as
intelligence, honesty, self-confidence,
and appearance

Great Man Approach: A

leadership perspective that sought to
identify the inherited traits leaders
possessed that distinguished them
from people who were not leaders
 Personal Characteristics of Leaders
7

Personal Characteristics Social Characteristics

 Energy  Sociability, interpersonal skills
 Physical stamina  Cooperativeness
Intelligence and Ability  Ability to enlist cooperation
 Intelligence, cognitive ability  Tact, diplomacy
 Knowledge Work-Related Characteristics
 Judgment, decisiveness  Drive, desire to excel
Personality  Responsibility in pursuit of goals
 Self-confidence  Persistence against obstacles,
 Honesty and integrity tenacity
 Enthusiasm Social background
 Desire to lead  Education
 Independence  Mobility
 Behavior Approaches
8

Autocratic: A leader who tends to

centralize authority and derive power
from position, control of rewards, and
coercion.

Democratic: A leader who delegates

authority to others, encourages
participation, relies on subordinates’
knowledge for completion of tasks, and
depends on subordinate respect for
influence.
 Leadership Continuum
9

Subordinate-Centered
Boss-Centered
Leadership
Leadership

Use of authority by manager

Area of freedom for subordinates

Manager makes Manager presents Manager Manager

decisions and ideas and invites presents permits

announces it questions problems, subordinates

gets sugg. to function

makes within limits

Manager changes Manager defined by

Manager “sells”
presents tentative defines limits,
superior
decision
decision subject asks group

to change do make

decision
 DEMING ON LEADERSHIP
10

“Things are Managed & People are Led”

Effective Leaders vs. Successful Managers
11

Effective Leaders Successful Managers

•Satisfied followers •Quick promotions
•Productive •Focus on networking
•Focus on •Interact with outsiders
communication •Socialize
•Active conflict •Active in office politics
management
•Motivate, train and
develop employees
Leader-Member Exchange Theory
 Leader Behavior Toward In-Group versus Out-
Group Members
13

In-group Out-Group
 Discusses objectives; gives  Gives employee specific directives
employee freedom to use his or her for how to accomplish tasks and
own approach in solving problems attain goals
and reaching goals  Shows little interest in employee’s
 Listens to employee’s suggestions comments and suggestions
and ideas about how work is done  Criticizes or punishes mistakes
 Treat mistakes as learning  Assigns primarily routine jobs and
opportunities monitors employee closely
 Gives employee interesting  Usually imposes own views
assignments; may allow employee  Focuses on areas of poor
to choose assignment
performance
 Sometimes defers to subordinate’s
opinion
 Praises accomplishments
LEADERSHIP STYLES &
PHILOSOPHY
14
 Styles of Leadership
15

1. Laissez-Faire Style
 No directions from anyone to
anyone
 Everyone free to do what they
wish—but for what purpose?
 Everyone in touch with
everyone except with the
leader!
 Hands off approach
 Styles of Leadership (Cont.)
16

2. Autocratic Style
All directions from the leader

No feedback given or sought

No communication among the

followers
No concern for team spirit
 3.Bureaucratic Leadership Style

 Bureaucratic leadership is where

the manager manages “by the
book”.
 Everything must be done
according to procedure or policy.
 If it isn’t covered by the book,
the manager refers to the next
level above him or her. This
manager is really more of a
police officer than a leader. He
or she enforces the rules.

17
 Styles of Leadership (Cont.)
18

4. Democratic Style
Leader is in touch with all concerned

Encourages all-round communication

Provides sense of direction

Gives and seeks feedback from all

 Conducive to team spirit
 Leadership Style & Emotional Climate
19

Autocratic style - the leader uses

strong, directive, controlling actions

Democratic style - the leader takes Laissez-fair style - the leader fails
to enforce the rules, regulations,
collaborative, reciprocal, interactive to accept the responsibilities of the
activities, &
actions with followers; followers have position; creates chaos in the work
relationships in the work
high degree of discretionary influence environment
environment; followers have little

discretionary influence
Competence Commitment

What an Employee

Brings to a Task

Will
Skill
I’d Love to
I Can Do It!
Do It!

20
S3 S2
Supporting Coaching
“If you bounce your ideas “Give me your ideas, then
of me, it will help us to I’ll decide.”
decide.”

Let’s talk; We’ll Decide Let’s talk; I’ll Decide

S4 S1
Delegating Directing
“Why Don’t You Decide?” “We’ll Do It This Way.”

You Decide I Decide

21
 THE FOUR LEADERSHIP STYLES
(High)

S High Supportive and High Directive and

U Low Directive High Supportive
P Behavior Behavior
P

V S3 S2
E

B
S4 S1
E

I
Low Supportive and High Directive and
O
Low Directive Low Supportive
R
Behavior Behavior

(Low) DIRECTIVE BEHAVIOR (High)

HIGH MODERATE LOW

D4 D3 D2 D1
8
DEVELOPED
22 DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

 Development Level of Followers

• High skill • Moderate • Low to • Low skill

and high to high moderate • New to job
motivation skill level development • Motivated
• Needs low • Just absent • Unsure they • Needs
direction adequate can do it specific

or support motivation
• Leader gives direction

• Leader • Leader’s direction but • Needs

empowers key role is also seeks close

followers facilitating input supervision

“Peak “Reluctant “Enthusiastic

“Disillusioned
Performer” Contributor” Beginner”
Learner”

23
(High)

S High Supportive and High Directive and Enthusiastic

Low Directive High Supportive
U Beginner
Behavior Behavior
P • Low skill
P
• New to job
O
• Motivated
R

T
• Needs
S3 S2 specific
I
direction
V

E • Needs
S4 S1
•close
High direction
B
•supervision
Low support
E

H
• Leader defines
roles of followers
A

V
Low Supportive and High Directive and
• Leader initiates
Low Directive Low Supportive
I
problem solving
Behavior Behavior
O and decision

R
(Low) (High) making
DIRECTIVE BEHAVIOR
• One-way
HIGH MODERATE LOW communication

D4 D3 D2 D1

DEVELOPED DEVELOPING

24
(High)

High Directive and

Disillusioned
High Supportive and

Low Directive High Supportive Learner

S
Behavior Behavior
U

P
• Low to
moderate
P
development
O

R • Unsure they
S3 S2
T can do it

I
• Leader gives
V direction but
S4 S1
E
•also
Highseeks
direction

•input
High support
B
• Leader now
E
solicits ideas,
H
Low Supportive and High Directive and opinions
A
Low Directive Low Supportive • Two-way
V
Behavior Behavior communication
I
(Low)
• Leader still
O
DIRECTIVE BEHAVIOR (High) controls
R
decisions
HIGH MODERATE LOW

D4 D3 D2 D1

DEVELOPED DEVELOPING

25
 (High)

High Supportive and High Directive and

S
Reluctant U
Low Directive High Supportive

Behavior Behavior
Contributor P

P
• Moderate to high
O
skill level
R
• Just absent adequate T
S3 S2
motivation I

• Leader’s key role is V

facilitating E
S4 S1
• High support B

• Low direction E

• Control shifts to followers H

• Leader listens actively and A

Low Supportive and High Directive and
provides recognition V
Low Directive Low Supportive

I Behavior Behavior

O
(Low) (High)
R DIRECTIVE BEHAVIOR

HIGH MODERATE LOW

D4 D3 D2 D1

DEVELOPED DEVELOPING

26
 (High)

High Supportive and High Directive and

S
Peak Low Directive High Supportive
U
Performer Behavior Behavior
P

• High skill and high O

motivation R

T
• Needs low direction I
S3 S2
or support
V
• Leader empowers E
followers S4 S1
B

• Low support E

• Low direction H

• Leader does A
Low Supportive and High Directive and
discuss & define V
Low Directive Low Supportive
I
problem to be Behavior Behavior
O
solved
R
(Low) DIRECTIVE BEHAVIOR (High)

• Followers make

decisions, run
HIGH MODERATE LOW
the show
D4 D3 D2 D1

DEVELOPED DEVELOPING

27
 Current Leadership Issues
28
Managing Power
 Legitimate power
 The power a leader has as
a result of his or her
position
 Coercive power
 The power a leader has to
punish or control
 Reward power
 The power to give
positive benefits or
rewards
 Expert power
 The influence a leader
can exert as a result of his
or her expertise, skills, or
knowledge
 Referent power
 The power of a leader
that arises because of a
person’s desirable
resources or admired
personal traits
 Developing Trust
29

 Credibility (of a Leader)

 The assessment, by a leader’s followers, of the leader’s honesty,
competence, and ability to inspire
 Trust
 The belief of followers and others in the integrity, character, and ability of a
leader
 Dimensions of trust: integrity, competence, consistency, loyalty,
and openness
 Trust is related to increases in job performance, organizational citizenship
behaviors, job satisfaction, and organization commitment
 Leadership Qualities

 Integrity – without it everything is for nothing

 Leading by example
 Giving people due credit
 Communication is critical - listen, consult, involve
 Never self-promoting
 Being honest and sensitive
 Being a source of optimism
 Helping alongside the team when required
 Determination
 Encouraging people to grow
“The first responsibility of a leader is to define
reality. The last is to say thank you. In between the
two, the leader must become a servant and a debtor.
That sums up the progress of an artful leader.” –
Max DePree
32

The things that will

destroy us are
knowledge without
character, worship
without sacrifice,
Politics without
principles &
Leadership without
integrity