LEADERSHIP

LESSON 11
OBJECTIVES

• Define leadership
• Discuss the different approaches to leadership
• Explain the concepts of transformational, transactional, charismatic, servant,
and authentic leadership
• Describe the contemporary approaches to leadership
 LEADERSHIP

• The act of influencing others toward a

goal.
• The exercise of influence by one member
of a group or organization over other
members to help the group or organization
achieve its goals
• LEADER An individual able to influence
group or organizational members to help
the group or organization achieve its goals.
 TYPES OF LEADERS
FORMAL LEADERS
• Those who hold a position of authority
and may utilize the power that comes
from their position, as well as their
personal power to influence others.
• A member of an organization who is
given authority by the organization to
influence other organizational members
to achieve organizational goals.
INFORMAL LEADERS
• Those without a formal position of authority
within the organization but demonstrate
leadership by influencing those around them
through personal forms of power.
• An organizational member with no formal
authority to influence others who nevertheless
is able to exert considerable influence because
of special skills or talents.
 TRAITS APPROACHES TO LEADERSHIP

• Traits- identify enduring personal traits • Dominance—an individual’s need to exert

that distinguish leaders from followers, influence and control over others, helps a
and effective from ineffective leaders. leader channel followers’ efforts and
abilities toward achieving group and
• Intelligence—helps a leader solve
organizational goals.
complex problems.
• Self-confidence—helps a leader influence
• Task-relevant knowledge—ensures that a followers and motivates followers to
leader knows what has to be done, how it persevere in the face of obstacles or
should be done, and what resources are difficulties.
required for a group and organization to
achieve its goals.
 TRAITS APPROACHES TO LEADERSHIP

• Energy/activity levels—a high • Integrity and honesty—an indicator

energy level helps a leader deal with that a leader will behave ethically at
the many demands or activities all times and is worthy of followers’
encountered day to day. trust and confidence. Emotional
maturity—a sign that a leader is not
• Tolerance for stress—promotes a
overly self-centered, can control his
leader’s ability to deal with the
or her feelings, and can accept
uncertainty or ambiguity inherent in
criticism.
any complex decision-making
situation.
BEHAVIORAL APPROACHES TO LEADERSHIP

• CONSIDERATION Behavior • LEADER REWARD BEHAVIOR A

indicating that a leader trusts, leader’s positive reinforcement of
respects, and values good subordinates’ desirable behavior.
relationships with his or her followers.
• LEADER PUNISHING
• INITIATING STRUCTURE BEHAVIOR A leader’s negative
Behaviors that a leader engages in to response to subordinates’ undesired
make sure that work gets done and
behavior
subordinates perform their jobs
acceptably.
BEHAVIORAL APPROACHES TO LEADERSHIP
• TASK ORIENTED LEADER
BEHAVIOR
• Structuring the roles of
subordinates, providing them with
instructions, and behaving in ways
that will increase the performance
of the group (also called initiating
structure).
• PEOPLE ORIENTED LEADER
BEHAVIOR
• Showing concern for employee
feelings and treating employees
with respect (also called
consideration).
 LEADER DECISION MAKING
• AUTHORITARIAN What occurs
when leaders make the decision
alone without necessarily involving
employees in the decision-making
process.
• DEMOCRATIC What occurs when
leaders and employees participate in
the making of the decision.
• LAISSEZ FAIRE
• What occurs when leaders leave
employees alone to make the
decision. The leader provides
minimum guidance and
involvement in the decision.
TRAITS AND BEHAVIOR APPROACHES
PREMISE
TRAIT
• Effective leaders possess certain
qualities or traits that help a group
or an organization achieve its goals.
BEHAVIOR
• Effective leaders perform certain
behaviors, which may include
consideration, initiating structure,
reward behavior, and punishing
behavior
TRAITS AND BEHAVIOR APPROACHES
DRAWBACKS
TRAIT
• Some effective leaders do not
possess all of these traits, and some
leaders who possess these traits are
not effective. The approach ignores
the situation in which leadership
takes place.
BEHAVIOR
• The relationship between these
behaviors and subordinate
performance and satisfaction is not
necessarily clear-cut. The behavior
approach ignores the situation in
which leadership takes place.
MCGREGOR’S LEADERSHIP ASSUMPTIONS
ABOUT HUMAN NATURE
THEORY X
• A theory of human nature which
assumes that employees are lazy, do
not enjoy working, and will avoid
expending energy on work
whenever possible.
THEORY Y
• A theory of human nature which
assumes that employees are not
lazy, can enjoy work, and will put
effort into furthering organizational
goals
FRED FIEDLER’S CONTINGENCY THEORY OF
LEADERSHIP
• The theory that leader effectiveness is
determined by both the personal
characteristics of leaders and by the
• Leaders who are relationship-
situations in which leaders find themselves. oriented want to be liked by and get
along well with their subordinates.
• Leaders who are task-oriented want their
subordinates to perform at a high level and
accomplish all their assigned tasks to the
best of their abilities.
FRED FIEDLER’S CONTINGENCY THEORY OF
LEADERSHIP
• According to Fiedler, a leader’s style,
whether relationship-oriented or task-
oriented, is an enduring personal
characteristic. Leader style cannot easily
be changed: A relationship-oriented leader
cannot be trained to be task-oriented and
vice versa. A leader’s style also cannot
easily change when the particular
situation changes.
FRED FIEDLER’S CONTINGENCY THEORY OF
LEADERSHIP

• Fiedler proposed that situations vary • LEADER–MEMBER RELATIONS

in their favorability for leading, that The relationships between a leader and
is, the extent to which the situation his or her followers.

allows the leader to easily guide and • TASK STRUCTURE The extent to
channel subordinate behavior in the which the work to be performed by a
direction of high performance and group is clearly defined.

goal attainment. • POSITION POWER The amount of

formal authority a leader has.
FRED FIEDLER’S
CONTINGENCY THEORY
OF LEADERSHIP
• According to the theory, a leader’s style is
measured by a scale called Least Preferred
Coworker scale (LPC) The theory predicts
that in “favorable” and “unfavorable”
situations, a low LPC leader—one who has
feelings of dislike for coworkers who are
difficult to work with—would be successful.
When situational favorableness is medium, a
high LPC leader—one who is able to
personally like coworkers who are difficult
to work with—is more likely to succeed.
FRED FIEDLER’S
CONTINGENCY THEORY
OF LEADERSHIP
• How to determine whether a situation is
“favorable,” “medium,” or “unfavorable”?
• There are three conditions creating situational
favorableness: leader-subordinate relations,
position power, and task structure.
• If the leader has a good relationship with most
people and has high position power, and the task at
hand is structured, the situation is very favorable.
• When the leader has low-quality relations with
employees and has low position power, and the
task at hand it relatively unstructured, the situation
is very unfavorable.
 BLANCHARD AND HERSEY’S SITUATIONAL
THEORY OF LEADERSHIP USING
CONTINGENCY APPROACH
• The model summarizes the level
of directive and supportive
behaviors that leaders may
exhibit. The model argues that to
be effective, leaders must use the
right style of behaviors at the
right time in each employee’s
development. It is recognized that
followers are key to a leader’s
success.
CONTEMPORARY THEORIES OF LEADERSHIP
HOUSE’S PATH-GOAL THEORY
OF LEADERSHIP
• A theory that describes how leaders
can motivate their followers to
achieve group and organizational
goals and the kinds of behaviors
leaders can engage in to motivate
followers
FOUR LEADERSHIP STYLES OF
PATH GOAL THEORY
• Directive leaders Leaders who provide
specific directions to their employees.
They lead employees by clarifying role
expectations, setting schedules, and
making sure that employees know what
to do on a given work day-
CONTEMPORARY THEORIES OF LEADERSHIP
FOUR LEADERSHIP STYLES OF
PATH GOAL THEORY
• Supportive leaders Leaders who
provide emotional support to
employees. They treat employees
well, care about them on a personal
level, and they are encouraging.
FOUR LEADERSHIP STYLES OF
PATH GOAL THEORY
• Participative leaders Those who make
sure that employees are involved in the
making of important decisions.
• Achievement-oriented leaders Those
who set goals for employees and
encourage them to reach their goals.
CONTEMPORARY THEORIES OF LEADERSHIP
VROOM AND YETTON MODEL
• A model that describes the different
ways in which leaders can make
decisions and guides leaders in
determining the extent to which
subordinates should participate in
decision making.
LEADERSHIP STYLES
• Autocratic: The leader makes the decision
without input from subordinates.
• Consultative: Subordinates have some input,
but the leader makes the decision.
• Group: The group makes the decision; the
leader is just another group member.
• Delegated: The leader makes subordinates
solely responsible for making the decision.
CONTEMPORARY THEORIES OF LEADERSHIP

LEADER-MEMBER EXCHANGE
THEORY
• A theory that describes the different
kinds of relationships that may
develop between a leader and a
follower and what the leader and the
follower give to and receive back
from the relationship.
CONTEMPORARY THEORIES OF LEADERSHIP
LEADER-MEMBER EXCHANGE
THEORY
• In high-quality LMX relationships,
the leader forms a trust-based
relationship with the member. The
leader and member like each other,
help each other when needed, and
respect each other.
• In low-quality LMX relationships, the
leader and the member have lower
levels of trust, liking, and respect
toward each other. These relationships
do not have to involve actively disliking
each other, but the leader and member
do not go beyond their formal job
descriptions in their exchanges.
CONTEMPORARY THEORIES OF LEADERSHIP
BASS’ TRANSFORMATIONAL
LEADERSHIP
• Those who lead employees by aligning employee goals
with the leader’s goals. These leaders use their
charisma, inspirational motivation, intellectual
stimulation, and individualized consideration to
influence their followers.
• Charisma refers to behaviors leaders demonstrate that
create confidence in, commitment to, and admiration
for the leader.
• Inspirational Motivation When leaders come up with a
vision that is inspiring to others.
• Intellectual Stimulation which means that they challenge
organizational norms and status quo, and they encourage
employees to think creatively and work harder.
• Individualized Consideration, which means that they
show personal care and concern for the well-being of
their followers.
• Ex. Steve Jobs of Apple; Lee Iaccoca, who transformed
Chrysler Motors LLC in the 1980s; and Jack Welch, who
was the CEO of General Electric Company for 20 years.
CONTEMPORARY THEORIES OF LEADERSHIP

BASS’ TRANSFORMATIONAL
LEADERSHIP
• TRUST is a key factor.
• The belief that the other party will
show integrity, fairness, and
predictability in one’s actions
toward the other.
CONTEMPORARY THEORIES OF LEADERSHIP
TRANSACTIONAL
LEADERSHIP
• Those who ensure that employees
demonstrate the right behaviors and
provide resources in exchange. These
leaders provide contingent rewards and
manage by exception.
• Contingent rewards mean rewarding
employees for their accomplishments.
• Active management by exception involves
leaving employees to do their jobs without
interference, but at the same time proactively
predicting potential problems and preventing
them from occurring.
• Passive management by exception is similar in
that it involves leaving employees alone, but in
this method the manager waits until something
goes wrong before coming to the rescue.
CONTEMPORARY THEORIES OF LEADERSHIP

SERVANT LEADERSHIP
• A leadership approach that defines the
leader’s role as serving the needs of others
• Even though servant leadership has some
overlap with other leadership approaches such
as transformational leadership, its explicit
focus on ethics, community development, and
self-sacrifice are distinct characteristics of
this leadership style.
CONTEMPORARY THEORIES OF LEADERSHIP
AUTHENTIC LEADERSHIP
• A leadership approach advising
leaders to stay true to their own
values
• Its key advice is “be yourself.”
• A key characteristic of authentic
leaders is that they are self-aware
• They are introspective, understand where
they are coming from, and have a thorough
understanding of their own values and
priorities.
• They are not afraid to act the way they are.
In other words, they have high levels of
personal integrity.
LEADERSHIP SUBSTITUTES AND
NEUTRALIZERS
LEADERSHIP SUBSTITUTE
• Something that acts in place of a formal
leader and makes leadership unnecessary.
• Characteristics of the subordinate, the
work, the group, and the organization all
have the potential to act as substitutes for
leadership.
LEADERSHIP NEUTRALIZER
• Something that prevents a leader from having
any influence and negates a leader’s efforts
• The leader has little or no effect on
performance, and there is nothing to take the
leader’s place (there are no substitutes).
• Not having their leader around on a day-to-day
basis caused managers to tolerate and accept
mediocre performance; moreover, there was no
one they could turn to for help and advice
THANK YOU