LEADERSHIP

Leadership 1
 Lesson Outcomes
 Define leadership and explain its
significance to an organization.
 Leadership theories or approaches

 Power and sources of power

Leadership 2
 Leadership
 Leadership involves:
– Creating a vision of the future.
– Devising strategy for achieve that
vision.
– Communicating the vision so that
everyone understands and believes in it.
– Direct and influence task related
activities of group members
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 Benefits of leadership
 Make contribution to the organization
 Enhance & elicit cooperation

 Encourage teamwork

 Motivate employees to generate

work
 Provide guidance to staff

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APPROACHES TO LEADERSHIP
THEORY
 The Traits Approach to Leadership
 Behavioral Approach to Leadership
 Contingency Approaches to
Leadership
Path Goal Theory
Life-Cycle or Situational Approach
Transformational Leadership

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Trait Approach to Leadership
– The assumption that some people are
born with certain physical
characteristics, aspects of personality,
and aptitudes that make them
successful leaders.
 Physical characteristics: height and
appearance
 Personality: self-esteem, dominance and
emotional stability
 Aptitudes: general intelligence, verbal
fluency and creativity
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 Traits of Successful Leaders
 Drive
– Achievement, sense of responsibility, ambition,
energy, tenacity and initiative.
 Motivation
– Especially power.
 Honesty and integrity
 Self confidence
– Persuasive, diplomatic and socially skilled.
 Conceptual ability
 Business knowledge
 Trait Theory - Criticisms
 Not clear which comes first, being in a
leadership position or possessing the
trait
 Trait approach provides little advice
for current-or-soon to be leaders
 Insufficient to be a leadership position
& successful at it
 Other condition is that the person
must be really want the job & has
desire to be effective
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 Leader-Centered Approaches
 Leadership Behavior Focus
– Examines what effective leaders do rather than
what effective leaders are.
– Defines a leader’s effectiveness based on two
orientations:
 Task orientation

 Relations orientation
 Behavioral Theories Of
Leadership
 Leadership Behavior Focus
– Defines a leader’s effectiveness based
on two orientations:
 Task orientation
– Setting performance goals, planning and
scheduling work, coordinating activities, giving
directions, setting standards, providing resources,
and supervising performance.
 Relations orientation
– Behavior that shows empathy for concerns and
feelings, supportive of needs, showing trust, and
similar attributes.
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 Leadership Behaviors or Styles
 Autocratic style of leadership
– A leader who centralizes authority, dictates work methods,
makes unilateral decisions, and limits employee
participation.
 Democratic style of leadership
– A leader who involves employees in decision making,
delegates authority, encourages participation in deciding
work methods and goals, and uses feedback to coach
employees.
 A democratic-consultative leader seeks input and
hears the concerns and issues of employees but makes
the final decision him or herself.
 A democratic-participative leader often allows
employees to have a say in what’s decided.
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 Leadership Behaviors or Styles
(cont’d)
 Laissez-faire style of leadership
– A leader who gives employees complete
freedom to make decisions and to decide on
work methods
 Conclusions about leadership styles
– The laissez-faire leadership style is ineffective.
– Quantity of work is equal under authoritarian
and democratic leadership styles
– Quality of work and satisfaction is higher under
democratic leadership.

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 Continuum of Leader Behavior

Source: Adapted and reprinted by permission of the Harvard Business Review. An exhibit from
“How to Choose a Leadership Pattern” by R. Tannenbaum and W. Schmidt, May–June 1973. Exhibit 11.2
Copyright © 1973 by the President and Fellows of Harvard College; all rights reserved.

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 Leadership Behavior
Conclusions
 Effective leaders use a range of behaviors.
 Leadership behaviors can be learned.
 Effective leaders have the ability to
change and adapt to organizational
settings in which they manage.
 It is still not obvious which behaviors are
most effective because numerous other
factors can influence performance and
success.
Situational/Contingency Approaches

 Focus on situational factors

influencing managerial styles

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 Contingency Theories
 Path-goal theory
– The theory that it is a leader’s job to assist followers
in attaining their goals and to provide the necessary
direction and support
– A leader’s motivational behavior:
 Makes employee need satisfaction contingent on
effective performance.
 Provides the coaching, guidance, support, and
rewards that are necessary for effective
performance.
– Assumes that the leader’s style is flexible and can
be changed to adapt to the situation at hand.

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 Path-Goal Theory
 Directive leader
– Lets employees know what is expected
of them, schedules work to be done,
and gives specific guidance as to how to
accomplish tasks.
 Supportive leader
– Is friendly and shows concern for the
needs of employees.

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 Path-Goal Theory
 Participative leader
– Consults with employees
and uses their
suggestions before
making a decision.
 Achievement-oriented
leader
– Sets challenging goals
and expects employees to
perform at their highest
levels.
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Path-Goal Theory

Exhibit 11.5

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 Life-Cycle or Situational
Approach
 Leaders should adjust their leadership styles—
telling, selling, participating, and delegating—in
accordance with the readiness of their followers.
 Acceptance: Leader effectiveness reflects
the reality that it is the followers who accept
or reject the leader.
 Readiness: a follower’s ability and
willingness to perform.
 At higher levels of readiness, leaders respond
by reducing control over and involvement
with employees.

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 Life-Cycle or Situational
Approach
 Readiness/Maturity:-
 A desire for
achievement
 The willingness & ability
to accept responsibility
 The
education/experience &
skills relevant to
particular tasks

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 Hersey and
Blanchard’s
Situational
Leadership® Model

Exhibit 11.7
Source: Reprinted with permission from the Center for Leadership Studies.
Situational Leadership® is a registered trademark of the Center for
Leadership Studies, Escondido, California. All rights reserved.

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Transformational Leadership
– Is a leader’s ability to influence
employees to achieve more than was
originally expected, or thought possible.
– Generates feelings of trust, admiration,
loyalty and respect from followers
through:
 Idealized influence
 Inspirational motivation
 Intellectual stimulation
 Individualized considerations
 Table 12.2 Primary Dimensions of Transformational Leadership

Dimension Leader’s Specific Follower’s Behavior

Behavior
Is motivated; feels
Individualiz Acts as mentor; is attentive to valued.
ed achievement and growth
considerati needs.
on
Is encouraged to be
Promotes innovation and novel and try new
Intellectual creativity; reframes problems. approaches.
stimulation

Provides meaning and Is motivated by team

Inspiration challenge through prosocial, spirit; enthusiastic;
al collective action. optimistic.
motivation

Shares risks; is considerate of Shows admiration;

Idealized others over own needs; is respect; trust.
influence ethical and moral.
 POWER
 Ability
to exert influence by
which managers may affect
other’s behavior

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 Types of Position Power
 Legitimate power
– Stems from formal authority.
 Coercive power
– The power to discipline,
punish and withhold rewards.
 Reward power
– Control over tangible benefits.
 Information power
– Control over information.

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 Types of Personal Power
 Expert power
– The power influence another
person because of expert
knowledge and competence.
 Referent power
– The ability to
influence others
based on personal
liking, charisma
and reputation.

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 Implications for Leaders
 Know yourself.
 Be a role model.
 Learn to communicate effectively.
 Know your team and be a team player.
 Be honest with yourself as well as to others.
 Do not avoid risks.
 Believe in yourself.
 Take the offense rather than the defense.
 Know the ways of disagreement and the means of
compromise.
 Be a good follower.

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