CHAPTER TWELVE

LEADERSHIP

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 DEFINITION: LEADERSHIP
Mc Shane & Von Glinow

Leadership is the process of

influencing people and providing
an environment for them to
achieve team or organizational
objectives.

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 DEFINITION: LEADERSHIP
Hellriegel, Slocum &
woodman
Leadership is the process of
developing ideas and vision, living
by values that support those ideas
and vision, influencing others to
influence them in their own
behaviours, and making hard
decisions about people and other
resources.
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 LEADER AND MANAGER
COMPARISION

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 THEORIES OF LEADERSHIP

1. Trait theories
2. Behavioural theories
a). OHIO state studies
b). University of Michigan Studies
c). Blake & Mouton- Managerial Grid
d). Scandinavian studies
1. Contingency theories
a). Fiedler Model
b). Hersey & Blanchard’s-SLT
c). Leader-member exchange memory
d). Path Goal theory
e). Vroom- Yetton (Jago) Model

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 TRAIT THEORIES OF
LEADERSHIP

Theories that sought personality, social,

physical or intellectual traits that
differentiated leaders from non leaders.

Six traits of leader differ from non leaders:

ambition& energy; the desire to lead;
honesty& integrity; self confidence &
intelligence; and job-relevant knowledge.

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 OHIO STATE STUDIES

 Initiating structure- the extent to which

a leader is likely to define and structure
his role and subordinate goals in search
for goal attainment.
 Consideration- the extent to which a
leader is likely to have job relationships
characterized by mutual trust, respect
for subordinates ideas, and regard for
their feelings.
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UNIVERSITY OF MICHIGAN
STUDIES

 Employee oriented leader: one who

emphasises interpersonal relations.

 Production oriented leader: one who

emphasises technical or task aspects
of the job.

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 MANAGERIAL GRID

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 SCANDENAVION STUDIES

 Added an independent third

dimension:
Development oriented leader

One who values:

experimentation, seeking new ideas,
and generating and implementing
change.
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 FIELDER MODEL

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 SITUTIONAL LEADERSHIP
THEORY

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 LEADER MEMBER
EXCHANGE THEORY

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 PATH GOAL THEORY

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 VROOM & JAGO MODEL

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 LEADERSHIP STYLE

A style of leadership is a reliability

enduring set of behaviours which is
characteristic of the individual
regardless of the situation.
 Autocratic or Dictatorial

 Democratic or Participative

 Laissez faire or Free reign

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CHARISMATIC LEADERSHIP

Followers make attributions of

heroic or extraordinary leadership
abilities when they observe certain
behaviours.

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QUALITIES OF CHARISMATIC
LEADERS

 Have a vision
 Willing to take risks to achieve vision
 Sensitive to environmental constraints
 Sensitive to follower needs
 Exhibit behaviours out of ordinary

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CAN CHARISMA BE
LEARNED
1. Develop aura of Charisma
2. Use passion as a catalyst to
generate enthusiasm
3. Bring out followers potentials by
tapping their emotions

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 TRANSACTIONAL
LEADERSHIP
Leaders who guide or motivate
their followers in the direction of
established goals by clarifying role
and task requirements.

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 TRANSFORMATIONAL
LEADERSHIP

A leadership perspective that

explains how leaders change
teams or organizations by
creating, communicating, and
modelling a vision for the
organization or work unit, and
inspiring employees to serve for
that vision.
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 CHARISMATIC Vs.
TRANSFORMATIONAL
LEADERSHIP
 Charisma is the form of
interpersonal attraction whereby
followers develop respect for and
trust in charismatic individuals.
 Transformational is mainly about
behaviours that people use to lead
the change process.

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 CONCLUSION

Leadership quality is an important

soft skill which management
graduates must develop.

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