Copyright © 2004 Prentice Hall. All rights reserved.10–1 Leadership Matters Great Man Theory...

Copyright © 2004 Prentice Hall. All rights reserved. 10–1

Leadership Matters

• Great Man Theory

• Trait Theory

• Ohio State Studies

• Contingency Theory

• Charismatic Leadership Theory

• Transformational Theory

• Gallup Theory


Power and Leadership

• Legitimate Sources of PowerPosition in the organization (formal authority)RewardCoerce or punishExpertiseReferent power (charisma)Control over information or access to

resources (gatekeeper)


Leader Behaviors: The Ohio State Studies

• Dimensions of Leadership:Consideration

Leader behavior indicative of mutual trust, friendship, support, respect, and warmth.– Example: “The leader is friendly and approachable.”

Initiating structure Leader behavior by which the person organizes the

work to be done and defines relationships or roles, the channels of communication, and ways of getting jobs done.– Example: “The leader lets group member know what is

expected of them.”


Transactional versus Transformational Leadership Behaviors

• Transactional Leadership BehaviorsLeadership actions that focus on accomplishing the

tasks at hand and on maintaining good working relationships by exchanging promises of rewards for performance.

• Transformational Leadership BehaviorsLeadership actions that involve influencing major

changes in the attitudes and assumptions of organization members and building commitment for the organization’s mission, objectives, and strategies.


How to Be a Transformational Leader

Articulate a clear and appealing vision.

Explain how the vision can be attained.

Act confident and optimistic.

Express confidence in followers.

Provide opportunities for early successes.

Celebrate successes.

Use dramatic, symbolic actions to emphasize key values.

Lead by example.

Empower people to achieve the vision.


Six Leadership Styles

• Coercive—”Do what I tell you”

• Authoritative—”Come with me”

• Affiliative—”People come first”

• Democratic—”What do you think”

• Pacesetting—”Do as I do, now”

• Coaching—”Try this”


Emotional Intelligence


Five Components of Emotional Intelligence

• Self-Awareness—recognize and understand moods and emotions

• Self-Regulation—control or redirect disruptive impulses and moods

• Motivation—a passion to work beyond money and status

• Empathy—ability to understand the emotional makeup of others

• Social Skill—proficiency in managing relationships and building networks


FIGURE 10–8

Applying the Situational Leadership Model

Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission.


Gallup Theory

• Great leaders hire talent• Play favorites• Find the right fit• Focus on strengths, not weaknesses• Define the right outcomes---not the right steps• Set clear expectations• Care about employees• Recognize good performance• Value opinions


Gender Differences in Leadership Styles?

Copyright © 2004 Prentice Hall. All rights reserved.10–1 Leadership Matters Great Man Theory...

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