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Nguyen Thao Nhi Do Trang Nhung Vu Thi Oanh Le Diem Quynh Nguyen Anh Quan
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Nguyen Cong Quyen Nguyen Hoang Son Tran Minh Quan Tran Phuong Ngoc
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ANALYSIS OF THE
LEADERSHIP TRAITS
AND STYLES OF
BARACK OBAMA
12:30
Monday, 19 July
ANALYSIS OF THE
Tiêu đề video (Nếu anh chị
không chèn thì đổi thành Outline
LEADERSHIP TRAITS
ạ)
AND STYLES OF
BARRACK OBAMA
Tiêu đề video 12:30
 Outline 12:30

1. Obama Biography
and Road to 3. Review on leadership
President approaches

2. Overview of
leadership theory
 12:30
Obama Biography
1 Early life

2 Education

3 Career

4 President Campaign
 12:30
Obama Biography
1 Early life
Obama was born on August 4, 1961 in
Honolulu, Hawaii.
Obama's father, Barack Obama Sr, was a
Kenyan and Obama’s mother, Ann Dunham,
was an American.
 12:30
Obama Biography
1 Early life

2 Education

3 Career

4 President Campaign
 12:30
Obama Biography
2 Education
During his time in Indonesia, Obama's stepfather taught him
to be resilient and gave him "a pretty hard-headed assessment
of how the world works.“

After graduating from high school in 1979, Obama moved to

Los Angeles to attend Occidental College on a full
scholarship.

Later in 1981, he transferred to Columbia University in New

York City as a junior, where he majored in political science
with a specialty in international relations and in English
literature
 12:30
Obama Biography
1 Early life

2 Education

3 Career

4 President Campaign
 12:30
Obama Biography
3 Career
He was the first African American to serve as president of the
Harvard Law Review. While a summer associate in 1989 at
the Chicago law firm of Sidley Austin, Obama had met
Chicago native Michelle Robinson, a young lawyer at the
firm. The two married in 1992.
 12:30
Obama Biography

3 Career
After receiving his law degree, Obama moved to Chicago and
became active in the Democratic Party. He organized Project
Vote, a drive that registered tens of thousands of African
Americans on voting rolls and that is credited with helping
Democrat Bill Clinton win Illinois and capture the presidency
in 1992.

In 1996 he was elected to the Illinois Senate.

In 2004 he was elected to the U.S. Senate.

 12:30
Obama Biography
3 Career
While campaigning for the U.S. Senate, Obama gained
national recognition by delivering the keynote address at the
Democratic National Convention in July 2004. The speech
wove a personal narrative of Obama’s biography with the
theme that all Americans are connected in ways that transcend
political, cultural, and geographical differences.
In February 2007 he announced at the Old State Capitol in
Springfield, Illinois, where Abraham Lincoln had served as a
state legislator, that he would seek the Democratic Party’s
presidential nomination in 2008.
 12:30
Obama Biography
3 Career
While campaigning for the U.S. Senate, Obama gained
national recognition by delivering the keynote address at the
Democratic National Convention in July 2004. The speech
wove a personal narrative of Obama’s biography with the
theme that all Americans are connected in ways that transcend
political, cultural, and geographical differences.
In February 2007 he announced at the Old State Capitol in
Springfield, Illinois, where Abraham Lincoln had served as a
state legislator, that he would seek the Democratic Party’s
presidential nomination in 2008.
 12:30
Obama Biography
1 Early life

2 Education

3 Career

4 President Campaign
 12:30
Obama Biography
4 President Campaign
Obama’s personal charisma, stirring oratory, and his campaign
promise to bring change to the established political system
resonated with many Democrats, especially young and
minority voters. Obama competed fiercely with Hillary
Clinton, spouse of Bill Clinton, who served as the 42nd
president of the United States from 1993 to 2001.
 12:30
Obama Biography
4 President Campaign
On June 3, the number of delegates pledged to Obama
surpassed the total necessary to claim the Democratic
nomination.
On August 27 Obama became the first African American to be
nominated for the presidency by either major party and went
on to challenge Republican Sen. John McCain for the country’s
highest office.
The two candidates offered a stark ideological choice for
voters. Obama called for a swift withdrawal of most combat
forces from Iraq and a restructuring of tax policy that would
bring more relief to lower- and middle-class voters, while
McCain said the United States must wait for full victory in Iraq
and charged that Obama’s rhetoric was long on eloquence but
short on substance.
 12:30
Obama Biography
4 President Campaign
Obama won the election, capturing nearly 53 percent of the
popular vote and 365 electoral votes.

On January 20, 2009, hundreds of thousands turned out in

Washington, D.C., to witness Obama taking the oath of office
as the 44th president of the United States. He held the position
of the President of the United States for 2 consecutive
presidential terms, from 2008 to 2012 and from 2012 to 2016
after won the election over Mitt Romney from the Republican
Party.
 12:30
Obama Biography
4 President Campaign
Obama won the election, capturing nearly 53 percent of the popular vote and 365 electoral votes.

On January 20, 2009, hundreds of thousands turned out in

Washington, D.C., to witness Obama taking the oath of office
as the 44th president of the United States. He held the position
of the President of the United States for 2 consecutive
presidential terms, from 2008 to 2012 and from 2012 to 2016
after won the election over Mitt Romney from the Republican
Party.
 12:30
Obama Biography
1 Early life

2 Education

3 Career

4 President Campaign

12:30
Overview of Leadership Theory
"Great Man" Theories
Great man theories assume that the capacity for
leadership is inherent—that great leaders are born, not
made. These theories often portray great leaders as
heroic, mythic, and destined to rise to leadership when
needed.
The Trait Theory
Ralph M. Stogdill explained that an individual must
possess the key personality traits and characteristics to
be an effective leader and these traits are inherent by
birth.

12:30
Overview of Leadership Theory
Behavioural Theory
They now focussed on the leader’s behaviour rather
than traits. To study the behaviour of leaders, two major
research programs were started by two different
universities namely, the Ohio State Leadership Studies
and the University of Michigan Studies.
Contingency Theory
Contingency theories of leadership focus on particular
variables related to the environment that might
determine which particular style of leadership is best
suited for the situation. According to this theory, no
leadership style is best in all situations.

12:30
Overview of Leadership Theory
Contingency Theory
Contingency theories of leadership focus on particular
variables related to the environment that might determine
which particular style of leadership is best suited for the
situation. According to this theory, no leadership style is
best in all situations.

12:30
Overview of Leadership Theory
Behavioural Theory
They now focussed on the leader’s behaviour rather
than traits. To study the behaviour of leaders, two major
research programs were started by two different
universities namely, the Ohio State Leadership Studies
and the University of Michigan Studies.
Contingency Theory
Contingency theories of leadership focus on particular
variables related to the environment that might
determine which particular style of leadership is best
suited for the situation. According to this theory, no
leadership style is best in all situations.
 Overview of Leadership Theory
12:30
Situational Leadership Theory Transformational Leadership Theory

Like the Contingency Theory, the Situational Theory
stresses the importance of situational variables and
doesn't consider anyone's leadership style to be better
than the others.
The Transformational Leadership theory, also known as
Relationship theories, focuses on the relationship between the
leaders and followers. This theory talks about the kind of leader
who is inspirational and charismatic, encouraging their followers to
transform and become better at a task.

Transactional Theories

Transactional Theories, also referred to as Management theories or exchange

leadership theories, revolve around the role of supervision, organization, and
teamwork. These leadership theories consider rewards and punishments as the
basis for leadership actions. This
 REVIEW ON
LEADERSHIP APPROACHES
REVIEW ON
LEADERSHIP
APPROACHES

1. Trait 2. Skills 3. Behavior 4. Situational 5. Contemporary

Approaches Approaches Approaches Approaches Approaches
ANALYSIS
OF THE
LEADERSHI Trait researchers have compiled lists of attributes they felt were
P ROLE OF associated with good leadership.

THOMAS Self-confidence, intellect, ambition, persistence, assertiveness,

emotional stability, creativity, and motivation were frequently listed on
these lists of attributes.
They were not thorough and frequently excluded certain critical
leadership characteristics.
Many popular leadership books offering lists of attributes deemed to
be essential to good leadership.

1. Trait A few features seemed to distinguish leaders from followers.

Approaches The seven traits associated with effective leadership include drive,
desire to lead, honesty and integrity, self-confidence, intelligence,
job-related knowledge, and extraversion.
REVIEW ON
LEADERSHIP
APPROACHES

1. Trait 2. Skills 3. Behavior 4. Situational 5. Contemporary

Approaches Approaches Approaches Approaches Approaches
 FINDING AND
ANALYSIS

2. Skills  Based on the concept that specific talents, knowledge, and skills that can
be learnt or developed are essential for effective leadership.

Approaches  The three key talents required for leadership are technical, human, and
conceptual skills
 Individual traits and skills of the leader are impacted by their previous
work experiences, while their attributes, skills, and performances are all
influenced by external elements outside the leader's control.
 Everyone has the capacity to be a leader and that it is critical for everyone
to acquire leadership abilities and learn how to effectively use them.
 Teaches people how to use their own characteristics, as well as problem
solving, social judgment abilities, and information, to attain or overcome
any difficulties that may arise.
 FINDING AND
ANALYSIS

REVIEW ON
LEADERSHIP
APPROACHES

1. Trait 2. Skills 3. Behavior 4. Situational 5. Contemporary

Approaches Approaches Approaches Approaches Approaches
 FINDING AND
ANALYSIS

3. Behavior Approaches
There are 3 typical studies for behavioral approaches.

Iowa State University Blake and Mouton’s

studies Managerial Grid

University of Michigan and Ohio

State University studies
FINDING AND
ANALYSIS

Iowa State University studies

An autocratic style A democratic style

 Centralize authority, dictate  Encourage discussion with the

work methods, make unilateral group and allow participation
decisions, and limit employee in making decisions.
participation
 Encourage group members to
 Little time for group decision participate, but retain the final

3. Behavior making or where the leader is

the most knowledgeable
member of the group.
say over the decision-making
process

Approaches
FINDING AND
ANALYSIS

Iowa State University studies

Laissez-Faire style
 Complete freedom to make decisions and to complete their work in
whatever way they see fit.

3. Behavior  Each style has its advantages and disadvantages, none of them are the
best.

Approaches
 FINDING AND
ANALYSIS

University of Michigan and Ohio State

University studies

 Locate the behavioral characteristics of leaders that were related to

performance effectiveness.

 2 styles of leadership: initiation of structure and consideration.

3. Behavior  For Michigan studies, they are task oriented and relationship oriented.
Task oriented leader behaviors tend to focus on performing the work
group’s job and are similar to initiation of structure behaviors.

Approaches Relationship oriented behaviors focus more on employee wellbeing and allow
them to participate in decision-making processes, similar to consideration
behaviors.
 FINDING AND
ANALYSIS

Blake and Mouton’s Managerial Grid

Based on the concern for people and the concern for production. A grid with
concern for production as the X-axis and concern for people as the Y-axis,
each axis ranges from 1 (low) to 9 (high).

3. Behavior
Approaches
 FINDING AND
ANALYSIS

3. Behavior Approaches
Blake and Mouton’s Managerial Grid

● Impoverished management: (1,1) or low concern for production, low

concern for people.
● Task management: (9,1) or high concern for production, low concern for
people.
● Middle-of-the-road management: (5,5) or medium concern for production,
medium concern for people.
● Country club management: (1,9) or low concern for production, high
concern for people.
● Team management: (9,9) or high concern for production, high concern for
people.
 FINDING AND
ANALYSIS

REVIEW ON
LEADERSHIP
APPROACHES

1. Trait 2. Skills 3. Behavior 4. Situational 5. Contemporary

Approaches Approaches Approaches Approaches Approaches
 FINDING AND
ANALYSIS

4. Situational Approaches
Leadership depends upon each individual situation, and no single leadership style can be considered the best.
Analyzing important situational factors and specifying how they interact to determine appropriate leadership
behavior for the situation.

SLT (Situational Leadership Theory) by Hersey and Blanchard

The model is not a static leadership style. It is flexible, wherein the manager adapts their management style to
various factors in the workplace, including their relationship with employees.
 FINDING AND
ANALYSIS

4. Situational Approaches
SLT (Situational Leadership Theory) by Hersey and Blanchard
There are four stages of follower readiness:

● R1: People are both unable and unwilling to take ● R3: People are able but unwilling to do what the
responsibility for doing something. Followers aren’t leader wants. Followers are competent, but don’t want to
competent or confident. do something.

● R2: People are unable but willing to do the ● R4: People are both able and willing.
necessary job tasks. Followers are motivated but lack
the appropriate skills.
 FINDING AND
ANALYSIS

4. Situational Approaches
SLT (Situational Leadership Theory) by Hersey and Blanchard
To find solutions for the Telling Selling
above cases, Hersey and
Blanchard developed four
types of leadership styles.

Delegating Participating
 FINDING AND
ANALYSIS

4. Situational Approaches
SLT (Situational Leadership Theory) by Hersey and Blanchard
Telling style: A high-task, low-relationship Selling
style wherein the leader gives explicit
directions and supervises work closely.

Delegating Participating
 FINDING AND
ANALYSIS

4. Situational Approaches
SLT (Situational Leadership Theory) by Hersey and Blanchard
Telling Selling style: A high-task, high-relationship
style in which the leader attempts to sell
their ideas to the group by explaining task
directions in a persuasive manner.

Delegating Participating
 FINDING AND
ANALYSIS

4. Situational Approaches
SLT (Situational Leadership Theory) by Hersey and Blanchard
Telling Selling

Participating style: A low-task, high-

relationship style that emphasizes shared
Delegating ideas and decisions.
 FINDING AND
ANALYSIS

4. Situational Approaches
SLT (Situational Leadership Theory) by Hersey and Blanchard
Telling Selling

Delegating style: A low-task, low-

relationship style wherein the leader
allows the group to take responsibility
for task decisions. Participating
 FINDING AND
ANALYSIS

4. Situational Approaches
SLT (Situational Leadership Theory) by Hersey and Blanchard

● Leader-member relations: the degree of confidence,

trust, and respect employees had for their leader; rated as either
good or poor.

● Task structure: the degree to which job assignments were

formalized and structured rated as either high or low.

● Position power: the degree of influence a leader had over

activities such as hiring, firing, discipline, promotions, and salary
increases; rated as either strong or weak.
 FINDING AND
ANALYSIS

REVIEW ON
LEADERSHIP
APPROACHES

1. Trait 2. Skills 3. Behavior 4. Situational 5. Contemporary

Approaches Approaches Approaches Approaches Approaches
FINDING AND
ANALYSIS

5. Contemporary
Approaches - Visionary Leadership, Transformational Leadership,
Charismatic Leadership, and Transactional Leadership are
examples of contemporary leadership methods.
- The significance of leader charisma, inspiring motivation,
intellectual stimulation, and personalized consideration.
- The unique, trust-based connections that leaders build with their
workers ,are the key to leadership effectiveness.
- Highlight the necessity of helping people and adopting a
customer-oriented perspective in leadership; another current
focus is on the value of being genuine to oneself as a leader.
 FINDING AND
ANALYSIS

REVIEW ON
LEADERSHIP
APPROACHES

1. Trait 2. Skills 3. Behavior 4. Situational 5. Contemporary

Approaches Approaches Approaches Approaches Approaches
ANALYSIS OF THE LEADERSHIP
TRAITS AND STYLES OF BARACK
OBAMA by Group 8
Presented
 Thank
2 you for
March

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