Leading

Chapter 6
 LEARNING OBJECTIVES
When you have finished studying this chapter, you
should be able to:
1. Define leadership and explain its significance to an
organization.
2. Describe the various types of leadership approaches.
3. Discuss the types of power leaders use.

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DEFINITION OF LEADERSHIP

 Leadership is the ability to influence and direct people to

accomplish common goal. Leadership involves:
 Creating a vision
 Formulate strategy
 Communicating the vision
 Direct and influence task related activities
 Inspiring and motivating the followers

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Leadership Approaches
 Trait Theory
 Behavioral theories
1) Ohio Studies
2) Michigan Studies
3) Managerial Grid
 Contingency approaches
1) Life cycle theory or situational leadership approach
2) Path goal theory

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Trait Theory
 The assumption that some people are born with certain
physical characteristics aspects of personality and
aptitudes that make them successful leaders.
 The critic: the person must really want the job and has
desire to be effective

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Behavioral Theories
 Theories that attempt to isolate behaviors that differentiate
effective leaders from ineffective leaders.
 Two aspects of leadership behavior:
 Leadership functions
 Task related/ problem solving function
 Group maintenance/ social function
 Leadership style
 Task orientation
 Relations orientation

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Leadership Behaviors (Style)
 Autocratic style
 Centralize authority, dictates work methods, makes unilateral
decisions, and limits employee participation
 Democratic style
 Involves employees in decision making, delegates authority,
encourages participation, use feedback
 A democratic-consultative
 Seeks input and hears the concerns and issues of employees but
makes the final decision himself
 A democratic-participative
 Allows employees to have a say in what is decided
 Laissez-faire
 Gives employees complete freedom

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Types of Behavioral Theories
1) Ohio State Studies
 Consideration
 A leader is mindful of subordinates, respect their ideas and feelings and
established mutual trust.
 Initiating structure
 A leader is task oriented and directs subordinates work activities towards
goal attainment.
2) Michigan Studies
 Employees oriented
 Emphasized interpersonal relations, takes a personal interest in the needs
of employees and accepts individual differences.
 Production oriented
 Emphasizes technical or task aspects of a job, is concerned mainly with
accomplishing tasks, and regards group members as a means to
accomplishing goals

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Types of Behavioral Theories (cont’d)
3) The Managerial Grid
 A two dimensional view of leadership style developed by Robert
Blake and Jane Mouton
 There are 5 leadership styles depicted in a diagram.
 Point (1,1) Impoverished Management
 Show little concern for people or production
 Point (1,9) Country Club Management
 Leader care about producing a friendly and enjoyable work environment,
but does not pay attention to production
 Point (5,5) Middle of the Road Management
 Leaders show moderate amount of concern for people and production
 Point (9,1) Task Management
 Shows high concern for production and low concern for people
 Point (9,9) Team Management
 High concern for both people and production
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THE MANAGERIAL GRID DIAGRAM

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Contingency Approach
 These approaches assume that the effectiveness of any
leadership style, the way a leader generally behaves
towards followers, depends on the situations.

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Contingency Approach (cont’d)
1) Life cycle or situational leadership approach
 Developed by Paul Hersey and Kenneth Blanchard
 Based on the amount of relationship (supportive) and task (directive)
behavior that a leader provides to subordinates in a situation.
 S1: Telling style (high task and low relationship)
 Provide clear and specific instruction as followers are both unable and
unwilling to perform
 S2: Selling style (high task and high relationship)
 Followers are willing but still unable to carry out their tasks
 S3: Participative style (low task and high relationship)
 Followers are not fully confident of their ability to perform the tasks
 S4: Delegation style (low task and low relationship)
 Provides little task and relationship behavior because subordinates are
empowered to make decisions

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Contingency Approach (cont’d)
2) Path-goal theory
 Developed by Robert J. House
 It is a leader’s job to assists followers in attaining their goals
and to provide the necessary direction and support
 4 leadership styles:
i. Directive leader
 Lets employees know what is expected of them
ii. Supportive leader
 Friendly and shows concern for the needs
iii. Participative leader
 Consults with the employees and uses their suggestions
iv. Achievement-oriented leader
 Sets challenging goals and expects employees to perform at their highest

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Power
 Ability to exert influence by which managers may affect
others behavior.
 Types of power:
 Position power
 Inherent in the formal position leader holds.
 Personal power
 Derived from interpersonal relationship between a leader and his
follower.

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 INFORMATION COERCIVE
 Control over  Power to discipline,
information. punish & withhold
rewards.

POSITION

REWARD
LEGITIMATE  Derived from
 Power that stems control over
from formal SOURCES OF tangible benefits
authority. POWER example promotion,
work schedule.

PERSONAL

REFERENT
 Ability to influence EXPERT
others based on  Power to influence
personal liking, another person
charisma & because of expert
reputation. knowledge and
competence.

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 Tutorial Questions
1. Define leadership.
2. Explain five style of leadership behaviours.
3. Differentiate between Michigan and Ohio studies of
leadership.
4. With a diagram, explain the Managerial Grid Theory.
5. Explain the four style in situational leadership approach.
6. Explain four leadership style developed by Robert J
House.
7. List the types of position and personal power.

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