Leadership

& Power Part I

Chapter 12 & 13

By the end of this lecture, you should be able to:

1. Dene Leadership
2. Explain trait and behavioral theories.
3. Describe con?ngency theories of leadership.
4. Compare and contrast charisma,c leadership
and transforma,onal leadership

What is Leadership?
Leadership is the ability to ____________
a group toward the achievement of a
_______ or set of ______.
Not all leaders are managers, nor are all
managers leaders.
Nonsanc?oned leadership is oIen as important or
more important than formal inuence.

Theories of Leadership
1. Trait Theories
2. Behavioral Theories
3. Con?ngency Theories
4. Leader-Member Exchange (LMX) Theory
Contemporary Theories
5. Charisma?c Leadership
6. Transforma?onal Leadership

1. Trait Theories of Leadership

Trait theories of leadership focus on personal
quali<es and characteris<cs.

What Traits do you think predict leadership?

____________ is the strongest trait which
predicts eec?ve leadership.
________________ & __________________also
showed strong rela?onship to leadership.
Another trait that may indicate eec?ve
leadership is emo?onal intelligence (EQ).

1. Trait Theories of Leadership

Eec?ve leaders:
Like being around people.
Are able to assert themselves (extraverted).
Are disciplined and able to keep
commitments they make (conscien?ous).
Are crea?ve and exible (open).

QUESTION: Can these skills be learned?

2. Behavioral Theories of Leadership

Behavioral Theories of Leadership proposes that
specic _____________ dieren?ate leaders from
nonleaders.
Implies that leaders can be __________.

Two Classic Studies (mid-1940s to mid-1950s)

University of Michigan
Ohio State

University of Michigan Studies

Explore leadership behaviors

Two types of leadership behaviors
conceptualized as opposite ends of a single
con?nuum _____________ Orienta<on
and ______________ Orienta<on

University of Michigan Studies:

Employee Oriented
Produc<on Orientated
Employee-centered Concerns Job-centered Concerns the
the needs of employees &
needs of the job/Technical
interpersonal rela<onships
emphasis & tasks
accomplishment

Is it possible to have BOTH at the same <me?

14

Ohio State Studies

Leadership Behavior Descrip<on Ques<onnaire
(LBDQ)
Iden?fy number of ?mes leaders engaged in
specic behaviors
150 ques?ons
Par?cipant seangs (military, industrial,
educa?onal)

Results
Par?cular clusters of behaviors were typical
of leaders

Ohio State University Leadership Model:

What do I do to show
considera?on for employees?

Consideration

High

Low

What do I do
to get the job
done?
Initiating Structure

High

Ini?a?ng structure
What is it?
Focus on geang the
______________.

Examples
assign group members
to particular tasks

The extent to which a expects workers to

maintain definite
leader defined and
standards of
structured his or her
performance
role and the roles of
group members in the Emphasizes mee?ng
of deadlines
search for ________
aVainment

Consideration
Examples
What is it?
Focus on mee?ng peoples Help group members
needs and developing
with personal problems
________________.
Show apprecia?on for
their work
The extent to which a
leader had job
show concerns for
rela?onships
followers well being,
characterized by mutual
comfort, status and
_________ and respect
sa?sfac?on
for group members
ideas a nd f eelings.

Global Implica?on:
Culture & Leadership
Research suggests interna?onal dierences in
preference for ini?a?ng structure and
considera?on
Brazilian employees
Most eec?ve: __________________
French employees
Most eec?ve: __________________
Chinese employees
Most eec?ve: ___________________

Discussion

Do the right traits or behaviors of

leaders guarantee success?

3. Con?ngency Theories of Leadership

Con?ngency theories explore the
_______________ inuences i.e. context which
aects leadership

Fiedler Con<ngency Model match

between leaders style and the degree to which

the situa?on gives the leader control
Step 1 Find out the leaders style
Task OR Rela<onship Oriented
Step 2 Match with the situa?on

3. Con?ngency Theories- Fiedler Model

P.371

3. Con?ngency Theories Fiedler Model

Dening the Situa?on
Con?ngency dimensions:
1. Leader-member _____________
condence, trust, respect for leader
2. __________ structure
structured or unstructured task
3. Posi<on _________
leaders power on hiring, ring, promo,on

Leader-Member Exchange (LMX) Theory

Leaders crea?on of ____________ and
outgroups. Subordinates with ingroup status
will have higher performance ra?ngs, less
turnover, and greater job sa?sfac?on.

P.374

3. Other Con?ngency Theories

Situa<onal leadership theory (SLT) is a con?ngency
theory that focuses on the ____________ - Successful
leadership is achieved by selec?ng the right leadership
style, which is con?ngent on the level of the followers
readiness (ability & willingness)

Path-goal theory eec?ve leader assist and support

followers to clarify their ___________ to achieve the

organiza?onal goals (direc?ve or suppor?ve rela?onship)

Leader-par<cipa<on model relates leadership

behavior and par?cipa?on in ___________________which

is determined by seven con?ngencies and ve leadership
styles
e.g. consulta?ve style and con?ngencies of whether leader has
sucient informa?on/acceptance cri?cal to implementa?on.

Video: Leadership in Five Minutes

hnps://www.youtube.com/watch?v=XKUPDUDOBVo

Contemporary Leadership Theories

4. Charisma<c Leadership
5. Transforma<onal Leadership

4. Charisma?c Leadership
Charisma krzm/ noun
Compelling a<rac,veness or charm that can
inspire devo,on in others, "he has tremendous
charisma and stage presence

Discussion: Are Charisma?c Leaders Born or

Made?

4. Charisma?c Leadership
Some individuals are born with charisma?c traits
such as ____________, ______________and
________________ oriented.

Learn to be Charisma<c by
Maintaining an op,mis,c view
Using passion as a catalyst for genera?ng
enthusiasm
Communicate with whole body, not just words
e.g. eye contact, enthusias?c expressions, gestures for
emphasis, draw others in by crea?ng a bond to inspire
them to follow, bring out the poten?al in followers

 The Dark Side of Charisma?c Leadership

Many leaders have allowed their
__________________ to override the goals of
the organiza?on.
Individuals who are narcissis?c are also
higher in some behaviors associated with
charisma?c leadership.
Some charisma?c leaders are too successful at
convincing followers to pursue a vision that can
be disastrous.

5. Transforma?onal Leader

hnps://www.youtube.com/watch?v=60O2OH7mHys

5. TransformaEonal Leadership

Inspire followers to transcend (go beyond) their self-

interests for the good of the organiza,on

How Transforma?onal Leadership Works

Encourage _____________ theirs and others
(e.g. look at old problems in new ways)
Increase follower _______________, giving the
group a can do spirit.
_________________ of responsibility
Greater agreement among top managers about
the organiza?ons goals.
Propensity to ______________(e.g. try new ways)

Case Study
Healthy Employees are Happy Employees
1. Describe Toms personality and leadership
style. How does it foster or hinder his eort to
transform Cargo Community Network CCN
into a healthy and produc?ve organiza?on?
2. Based on the descrip?on of Toms
personality and leadership style, in your
opinion, is he a charisma<c leader, a
transforma<onal leader, or both? Support
your answer.

 Tom Ling is the general manager of Cargo

Community Network (CCN), a market leader in the
logis?cs industry believes that a companys biggest
asset is its workforce.

In 2010, he ini?ated the Workplace Health

Promo?on (WHP) Program for his 60 employees. He
envisioned that employees who possess a healthy mind
and body would contribute to the overall growth and
produc?vity of the organiza?on.

Strong management support and par?cipa?on is

pervasive throughout the implementa?on of the WHP
program. A senior manager heads the Company
Recrea?on Comminee (CRC), comprised representa?ves
from dierent departments.

 CRC, with support and guidance from the

WHP consultant, designs ac?vi?es that address
employees physical and mental well-being and
healthy ea?ng. Annual basic health screenings
and; health and ac?vity surveys are conducted
to collect informa?on on employees current
lifestyles, health prac?ces, and preferred types
of ac?vi?es.
To promote healthy ea?ng habits and
lifestyles among the sta, the company
organized free distribu?on of fruits on Friday
Fruit Day as well as regular nutri?on talks,
healthy cooking demos, and tness classes.

 Despite the ini?al setback of low sta

par?cipa?on (only 10 percent) in the organized
ac?vi?es, Tom persisted and remained convinced of
the intended transforma?on of the company.

He acknowledged, It was not easy for one to

change the habits of the employees and begin an
ac?ve lifestyle. Its just like training for a marathon
it might seem impossibly dicult at the beginning,
but you just need to take that rst step. Set small
achievable goals from the outset and once you start
achieving them, youll nd that you eventually
become stronger and faster with less eort.

 He leads by example by taking part in all the

organized ac?vi?es. He also con?nuously works on
improving the policies to bener integrate
workplace health promo?on within the
organiza?on culture.

Innova?vely, he has included WHP as a

component in the performance appraisal that
aects the employees bonus payout. A points
system, monetary tokens, and award recogni?ons
were also given to mo?vate employees who made
the eort to lead healthier lifestyles. Flexible
working hours were also introduced for sta to
take ?me o to par?cipate in weekly jog and brisk
walk sessions.

 Four years down the WHP road, Tom proudly

commented at the Health Promo?on Silver
Award ceremony, Produc?vity is preny hard to
measure but I see improved team spirit, the
atmosphere is more cheery, people are more
happy[they are] more open, engaging in
discussions, with increased communica?on
across departments.