LEADERSHIP
Overview

Define leadership

Present the background & classic studies of leadership

Discuss the traditional theories of leadership

Identify modern frameworks for leadership


Relate the style implications from the classic studies & modern theories of
leadership
Identify and analyze the skills needed for effective leadership
Leadership



The ability to influence a group toward the
achievement of goals
“When you boil it down, contemporary leadership
seems to a matter of aligning people toward common
goals and empowering them to take the actions
needed to reach them.”
Sherman, 1995
Sanctioned vs. non sanctioned leadership
Managers Vs Leaders
Manager Characteristics

Administers

A copy

Maintains

Focuses on systems and structures

Relies on control

Short range view

Asks how and when

Eye on bottom line

Imitates

Accepts the status quo

Classic good soldiers

Does things right
Leader Characteristics
• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust
• Long range perspective
• Asks what and why
• Eye on horizon
• Originates
• Challenges the status quo
• Own person
• Does the right thing
Trait Theories





What characteristics or traits make a person a leader?
Great Man Theory: Individuals are born either with or without
the necessary traits for leadership
Trait theories of leadership sought personality, social, physical
or intellectual traits that differentiate leaders from non leaders
Trait view has little analytical or predictive value
Technical, conceptual and human skills (Katz 1974)
Behavioral Theories


Ohio state studies: initiating structure (task or goal orientation)
vs consideration (recognition of individual needs and
relationships)
University of Michigan studies: Employee oriented ( genuine
concern for people) vs production oriented genuine concern for
task)
The Managerial Grid
High 9
Concern for people
8
9,9
Team management
Work accomplishment is from
committed people, interdependence
through a “common stake” in organization
purpose leads to relationship
of trust and respect
1,9
Country club management
Thoughtful attention needs of people
for satisfying relationships leads to
A comfortable, friendly organization
atmosphere and work tempo
7
6
5
4
3
2
Low
1
5,5
Organization Man Management
Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level
9,1
1,1
Authority-Obedience
Impoverished Management
Efficiency
in operations results
Exertion of minimum effort to get
from arranging conditions of
required work done is appropriate
work in such a way that human
to sustain organization membership
elements interfere to a minimal degree
1
Low
2
3
4
5
6
Concern for production
7
8
9
High
Fiedler Contingency Model


Effective groups depend upon a proper match
between a leader's style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader
LPC measures task- or relationship-oriented
leadership style ( think of all the coworkers you have
ever had and describe one person you least enjoyed
working with)
Fiedler-Defining the situation




After the individual's basic leadership style has been
assessed through the LPC, it is necessary to match the
leader with the situation
Leader member relations -the degree of confidence,
trust, and respect subordinates have on their leader
Task structure -the degree to which task assignments
are procedurized
Position power -influence derived from one's formal
structural position in the organization
Contingency Theories
Fiedler’s contingency Model
Relationship Oriented
Task Oriented
Performance
Good
poor
Category
Leader member relations
Task structures
Position power
Favorable
Moderate
Unfavorable
I
II
III
IV
V
VI
VII
VIII
Good
Good
Good
Good
Poor
Poor
Poor
Poor
High
High
Low
Low
High
High
Low
Low
Strong
weak
strong
weak
strong
weak
strong
weak
Hersey and Blanchard’s Situational Theory
High
relationship
High Task
And
And
low task
High
relationship
Task behavior
High
M4
Moderate
M3
M2
Maturity of follower( s)
(High)
Low
M1
Immature
(Low)
Mature
High Task
and low
relationship
Low
Relationship
and
Low task
Relationship behavior
(High)
Style of Leader
Path Goal Theory
Environmental Contingency Factors
• Task Structure
• Formal authority system
• Work Group
Leader Behavior
•Directive
•Supportive
•Participative
•Achievement -oriented
Outcomes
•Performance
•Satisfaction
Subordinate contingency factors
•Locus of control
•Experience
•Perceived ability
Charismatic Leadership
Key Characteristics of Charismatic leaders
1.
2.
3.
4.
5.
6.
7.
Self Confidence- They have complete confidence in their judgment and ability.
A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between
idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.
Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This
articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.
Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on
high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel,
unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.
Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as
caretakers of the status quo.
Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and
resources needed to bring about change.
Transactional vs Transformational leaders
Characteristics of Transactional and transformational leaders
Transactional Leaders


Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes
accomplishment
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

Laissez faire: Abdicates responsibilities, avoids making decisions
Transformational Leaders


Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple
ways.

Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.

Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.
The Activities of Successful & Effective leaders
Type of Activity
Description categories
Derived from free Observation
Exchange Information
Routine Communication
Handling paperwork
Planning
Traditional Management
Networking
Decision Making
Controlling
Interacting with outsiders
Socializing /Politicking
Motivating/Reinforcing
Human Resource Management
Disciplining/Punishing
Managing conflict
staffing
Training/Developing
Relative Distribution of Manager’s Activities
Networking
(19%)
Traditional Management
(32%)
Human resources
(20%)
Routine Communication
(29%)
What skills do leaders need?

Personal Skills
•Coping with stressors
•Managing time
•Delegating
2.Managing
stress
1.Developing
Self-awareness
•Determining values
and priorities
•Identifying cognitive style
•Assessing attitude toward change
3. Solving
Problems
creatively
•Using the rational approach
•Using the creative approach
•Fostering innovation in others
•Interpersonal Skills
•Coaching
•Counseling
•Listening
5. Gaining power
and influences
4. Communication
supportively
•Gaining power
•Exercise influence
•Empowering others
6. Motivating others
7. Management
conflict
•Identifying causes
•Selecting appropriate strategies
•Resolving confrontations
•Diagnosing poor performance
•Creating a motivating environment
•Rewarding accomplishment
The right stuff
Covey







Empower your inner child-children are genuine, speak their mind-so do
successful leaders
Be slightly weird-effective leaders have their own approach to do things
Embrace compensation-everyone likes money, but successful leaders can
talk about it
Focus carefully –successful leaders are able to handle more than 2-3 things
at a time because they are able to filter out extraneous information and
focus on critical issues
Speak openly- successful leaders say what they think
Don't get even-get mad-good leaders let off steam and get on to the next
issue
Keep up on the latest developments- successful leaders know the latest
jargon and trnds
Thank You