LEADERSHIP

A Working Definition

 Leadership is the process of influencing others to understand and

agree about what needs to be done and how to do it, and the

process of facilitating individual and collective efforts to

accomplish shared objectives.

 LEADERSHIP VS
MANAGEMENT
Leaders and managers are completely different and mutually exclusive

 Managers are concerned with doing things right (efficiency)

 Leaders and concerned with doing the right things (effectiveness)

 DIFFERENT APPROACHES FOR
LEARNING LEADERSHIP

 The trait approach

 The behavior approach

 The power-influence approach

 The situational approach

 The integrative approach.

 TRAIT APPROACH

 Underlying this approach was the assumption that some people are natural

leaders, endowed with certain traits not possessed by other people. Early

leadership theories attributed managerial success to extraordinary abilities such as

tireless energy, penetrating intuition, uncanny foresight, and irresistible

persuasive powers
 BIG FIVE PERSONALITY TRAITS

In recent years, research has shown that have five basic personality in the Big
Five Model are:
 Extraversion: The degree to which someone is sociable, talkative, assertive, and
comfortable in relationships with others.
 Agreeableness: The degree to which someone is good-natured, cooperative, and
trusting.
 Conscientiousness: The degree to which someone is reliable, responsible,
dependable, persistent, and achievement oriented.
 Neuroticism: The degree to which someone is calm, passionate, and secure
(positive) or tense, nervous, depressed, and insecure (negative).
 Openness to experience: The degree to which someone has a wide range of
interests and is imaginative, fascinated with novelty, artistically sensitive, and
intellectual.
 BEHAVIOR APPROACH

 The behavior approach began in the early 1950s after many researchers became

discouraged with the trait approach and began to pay closer attention to what

managers actually do on the job. One line of research examines how managers

spend their time and the typical pattern of activities, responsibilities, and

functions for managerial jobs.

 LEADERSHIP BEHAVIOR THEORIES

 Leadership theories that identify behaviors that differentiate

effective leaders from ineffective leaders.

i. Autocratic style

ii. Democratic style

iii. Laissez-faire style

 LEADERSHIP BEHAVIOR THEORIES

Autocratic style:

 A leader who dictates work methods, makes unilateral decisions, and limits

employee participation
 LEADERSHIP BEHAVIOR THEORIES

Democratic style:

 A leader who involves employees in decision making, delegates authority, and

uses feedback as an opportunity for coaching employees

 LEADERSHIP BEHAVIOR THEORIES

Laissez-faire style:

 A leader who lets the group make decisions and complete the work in whatever

way it sees fit.

 POWER-INFLUENCE APPROACH

 Power-influence research examines influence processes between leaders and

other people.

 This research seeks to explain leadership effectiveness in terms of the amount

and type of power possessed by a leader and how power is exercised. Power is

viewed as important not only for influencing subordinates, but also for

influencing peers, superiors, and people outside the organization, such as clients

and suppliers.
 French and Raven’s Power Taxonomy

Coercive Power:
 This is the power to force someone to do something against their will. It is often
physical although other threats may be used. It is the power of dictators, despots and
bullies. Coercion can result in physical harm, although its principal goal is compliance.
 French and Raven’s Power Taxonomy

Reward power:
 Reward power is the ability to give other people what they want, and hence ask them to
do things for you in exchange. Rewards can also be used to punish, such as when they
are withheld. The promise is essentially the same: do this and you will get that.
 French and Raven’s Power Taxonomy

Legitimate power:
 Legitimate power is that which is invested in a role. Kings, policemen and managers all
have legitimate power. The legitimacy may come from a higher power, often one with
coercive power. Legitimate power can often thus be the acceptable face of raw power.
 French and Raven’s Power Taxonomy

Referent Power:
 This is the power from another person liking you or wanting to be like you. It is the
power of charisma and fame and is wielded by all celebrities (by definition) as well as
more local social leaders. In wanting to be like these people, we stand near them,
hoping some of the charisma will rub off onto us.
 French and Raven’s Power Taxonomy

Expert Power:
 When I have knowledge and skill that someone else requires, then I have Expert
power. This is a very common form of power and is the basis for a very large
proportion of human collaboration, including most companies where the principle of
specialization allows large and complex enterprises to be undertaken.
 SITUATIONAL APPROACH

 The situational approach emphasizes the importance of contextual factors that

influence leadership processes. Major situational variables include the

characteristics of followers, the nature of the work performed by the leader’s unit,

the type of organization, and the nature of the external environment.

 INTEGRATIVE
APPROACH

 An integrative approach involves more than one type of leadership variable. In

recent years, it has become more common for researchers to include two or more

types of leadership variables in the same study, but it is still rare to find a theory

that includes all of them (i.e., traits, behavior, influence processes, situational

variables, and outcomes).

CONTINGENCY THEORIES OF
LEADERSHIP
Path-Goal Theory:
 A leadership theory that says the leader’s job is to assist followers in attaining
their goals and to provide direction or support needed to ensure that their
goals are well-matched with the goals of the group or organization

House identified four leadership behaviors:

i. Directive leader

ii. Supportive leader

iii. Participative leader

iv. Achievement oriented leader

CONTINGENCY THEORIES OF
LEADERSHIP
Directive leader:
 Let's subordinates know what’s expected of them, schedules work to be done,
and gives specific guidance on how to accomplish tasks.

Supportive leader:
 Shows concern for the needs of followers and is friendly.

Participative leader:
 Consults with group members and uses their suggestions before making a
decision.

Achievement oriented leader:

 Sets challenging goals and expects followers to perform at their highest level.
CONTEMPORARY THEORIES OF
LEADERSHIP
Leader–Member Exchange (LMX) Theory:
 Leader–member exchange theory (LMX) says that leaders create in-groups

and outgroups and those in the in-group will have higher performance ratings,

less turnover, and greater job satisfaction. LMX theory suggests that early on

in the relationship between a leader and a given follower, a leader will

implicitly categorize a follower as an “in” or as an “out.” That relationship

tends to remain fairly stable over time.

 Leaders also encourage LMX by rewarding those employees with whom they

want a closer linkage and punishing those with whom they do not. For the

LMX relationship to remain intact, however, both the leader and the follower
CONTEMPORARY THEORIES OF
LEADERSHIP
Transformational-Transactional Leadership:
 Many early leadership theories viewed leaders as transactional leaders;

that is, leaders that lead primarily by using social exchanges (or

transactions). Transactional leaders guide or motivate followers to work

toward established goals by exchanging rewards for their productivity.

 But another type of leader, a transformational leader, stimulates and

inspires (transforms) followers to achieve extraordinary outcomes

CONTEMPORARY THEORIES OF
LEADERSHIP
Charismatic-Visionary Leadership:
 Charismatic leader—that is, an enthusiastic, self-confident leader

whose personality and actions influence people to behave in certain

ways.

 Visionary leadership is different; it’s the ability to create and articulate

a realistic, credible, and attractive vision of the future that improves

upon the present situation. This vision, if properly selected and

implemented, is so energizing that it “in effect jump-starts the future

by calling forth the skills, talents, and resources to make it happen”.