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Leadership

Discuss the trait theories of leadership Explain the behavioral theories for

understanding leadership Describe Fiedler’s contingency model for

leading Outline the Hersey and Blanchard situational

leadership theory Describe the characteristics of the charismatic

leader Contrast the differences between transactional

and transformational leaders

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Leadership Defined

Leadership is the ability to influence others.

Leadership is active. Leadership is the catalyst that

transforms potential into reality yielding positive results.

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Leaders and Leadership Are leaders born? We often hear of a person being a

“natural born leader.” Is there such a thing?

Do small children demonstrate leadership skills in their play and interactions?

If so, how did they acquire this skill?

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Leadership – Trait Theory

Six leadership traits: Ambition and energy Desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge

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Leadership Can people learn now to be a

leader? If so, what skills are learned?

(Remember, learning means a change in behavior has occurred.)

What might be the measurements?

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Behavioral Theories Ohio State Studies:

Initiating structure – Mission Consideration – Feelings

Michigan Studies: Employee-oriented Production-oriented

Development of the Management Grid

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Leadership – Behavioral Theory

Behavioral Theory Ohio State Study:

- Initiating structure- Consideration

Initiating Structure

Consideration

Low

High

High

Low ConsiderationHigh Initiating Structure

High ConsiderationHigh Initiating Structure

Low ConsiderationLow Initiating Structure

High ConsiderationLow Initiating Structure

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High

Low 1 2 3 4 5 6 7 8 9

Low High

9 8 7 6 5 4 3 2 1

Concern for production

C

once

rn fo

r people

1,9 managementThoughtful attention toneeds of people for satisfying relationshipsleads to a comfortable,friendly organizationatmosphere and worktempo.

9,9 managementWork accomplisment isfrom committed people.Interdependence througha "common stake" inorganization purposeleads to relationshipsof trust and respect.5,5 management

Adequate organizationperformance is possiblethrough balancing thenecessity to get outwork with maintainingmorale of people at asatisfactory level.1,1 management

Exertion of minimumeffort to get workdone is appropriateto sustain organizationmembership.

9,1 managementEfficiency in operations results from arrangingconditions of work in such a way that humanelements interfere to aminimum degree.

The Management Grid

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The Contingency Model for Leadership

The contingency model links the situation with the concept of task and relationship in the leader-subordinate role.

There are three elements of the leader-follower contingency model: Position power. Task structure. Leader-member relations.

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Situational Leadership Directive/Telling Style (S1) Coaching/Selling Style (S2) Participating/Supporting (S3) Delegating (S4)

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Situational Leadership This style varies in three ways:

The amount of direction – directive behavior.

The amount of support – supportive behavior.

The amount of involvement in decision-making by the follower.

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Situational Leadership

Directive BehaviorLow High

R4 R3 R2 R1

S1

S2S3

S4

Rel

atio

nshi

p be

havi

or

High

Able andWilling

Able andUnwilling

Unable andWilling

Unable andUnwilling

Follower readiness

Leader behaviors

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Path-Goal Theory of Leadership

Leader identifiesemployee needs.

Path

Appropriate goalsare established.

DirectiveLeader connectsrewards with goal(s)

Directive

Leader provides assistanceon employee’s path toward goals.

Employees become satisfied andmotivated and accept the leader.

Effective performanceoccurs.

Both employees and organization better reachtheir goals.

Supportive behavior Participative behavior

Achievement Motivation

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Contemporary Approaches to Leadership

Attribution theory Charismatic leadership Visionary leadership Transactional leadership Transformational leadership Emotional Intelligence

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Attribution Theory Managers attribute the major

cause of poor performance to something internal to the follower (lack of ability or effort) or to external problems beyond the follower’s control (resources, lack of information, or training).

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Attribution Theory (continued)

There are two stages to the attribution theory: manager tries to determine the cause

of performance as noted above. manager tries to select an

appropriate response to fix the problem.

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Charismatic Leadership Often transformational and charismatic

leadership are used interchangeably. Charismatic leader traits and behaviors:

They advocate a vision. They are not keepers of the status quo –

behavior is out of the ordinary – they are perceived as change-agents.

They act unconventional in several ways – counter to norms.

They are willing to make self-sacrifices, take personal risks, to support their vision.

They have strong self-confidence.

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Characteristics of Transactional Leaders Contingent reward: Contracts

exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.

Management by exception (active): Watches and searches for deviations from rules and standards; takes corrective action.

Management by exception (passive): Intervenes only if standards are not met.

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Characteristics of Transformational Leaders Charisma: Provides vision and sense of

mission, instills pride, gains respect and trust. Inspiration: Communicates high

expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual stimulation: Promotes intelligence, rationality, and careful problem-solving.

Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.

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TransactionalLeadership

Motivating for performance at expected levels.

Initiating structure to clarify roles and tasks.

Stressing the link between reward and goal achievement.

Uses agreed upon performance to motivate.

TransformationalLeadership

•Motivating for performance beyond expectations

•Inspiring for missions beyond self-interest.

•Instilling confidence to exceed expected performance

Performancebeyondexpectations

Transformational Leadership goesBeyond Transactional Leadership

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Emotional Intelligence Four Fundamental Capabilities of

EI Self-awareness Self-management Social Awareness Relationship Management

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Leadership Summary Leadership plays a central part in

understanding group behavior. Our understanding of leadership

and the dynamics continues to grow.

Male and female leadership styles tend to be more alike than different.

No one style of leadership is always the preferred leadership style.

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