Chapter

15
Developing
Leadership
Skills
 Leadership
• Leadership
– The ability to influence people to willingly follow
one’s guidance or adhere to one’s decisions.
– Leader
• One who obtains followers and influences them
in setting and achieving objectives.

1
 Leader Attitudes

• Two attitude profiles, or assumptions, about the

basic nature of people.
– Theory X
– Theory Y
– The relationship between a leader’s
expectations and the resulting performance of
subordinates.
– Generally, if a manager’s expectations are high,
productivity is likely to be high and vice versa.
2
 Leadership Styles

• Autocratic leader
– Makes most decisions for the group.

• Laissez-faire leader
– Allows people within the group to make all decisions.

• Democratic leader
– Guides and encourages the group to make decisions.

3
 Path-Goal Theory of
Leadership
• Attempts to define the relationships between a
leader’s behavior and the subordinates’
performance and work activities.
– Role classification leadership
– Supportive leadership
– Participative leadership
– Autocratic leadership

4
 Servant Leadership
• Leader exists to meet the needs of the
people who he or she nominally leads.

• Primary aim is to fulfill followers’ needs.

• Believes that business exists as much to

provide meaningful work to employees as it
does to provide a quality product or service
to the customer.
List and discuss the difference
between the traits that both
managers and leaders should
possess to motivate their
employees.
 The difference between the traits that both managers and
leaders should possess to motivate their employees.

MANAGERS LEADERS
• Influences people through altering
• Influences people through the use of
moods, and evoking images and
logic, facts and reason. expectation.

• Views work as a means of

• Views work as an enabling process,
developing fresh approaches to old
involving a combination of ideas,
problems or finding new options for
skills, timing and people.
old issues.

• Takes in emotional signals from

• Has a low level of emotional
involvement in their work.
others, making them mean
something in the relationship with
an individual; often passionate
about their work.
 MANAGERS LEADERS

 Focuses on ‘how’ things need to be  Focuses on ‘what” needs to be done,

done. leaving decisions to people involved.

 Focuses attention to decisions to be

 Focuses attention to procedures.
made.

• Rationally analyses a situation, while

developing a systematic selection of • Intuitive, mystical understanding of
goals and purposes (i.e. what is to what needs to be done.
be done).

• Directs energy towards goals,

• Directs energy towards providing
resources and organization
guidance to people in achieving
structures, and determining the
practical solutions.
problems to be solved.