LEADERSHIP

FRANCES STEPHANIE LL. PERILLA

PERSONAL
CHARACTERISTICS
A S S O C I AT E D W I T H
LEADERSHIP
LEADER EMERGENCE
• Certain types of people will become leaders and certain types will not
• People who become leaders possess traits or characteristics different from
people who do not become leaders
• Inherit certain traits and abilities that might influence our decision to seek
leadership
• Affective Identity Motivation: motivation to lead as a result of a desire to
be in charge and lead others
• Noncalculative motivation: Those who seek leadership positions because
the will result to personal gain
• Social-normative motivation: The desire to lead out of a sense of duty or
responsibility
 LEADER PERFORMANCE
• Certain types of people will be better leaders than will other types of
people
• Leaders who perform well posses certain characteristics that poorly
performing leaders do not
• TRAITS
– Positively relate to leader performance: extraversion, openness, agreeableness,
conscientiousness
– Negatively relate to leader performance: neuroticism
– Self-monitoring: tendency to adapt one’s behavior to fit a particular social
situation
– Certain traits are necessary for leadership excellence but they don’t guarantee it
LEADER PERFORMANCE
• COGNITIVE ABILITY
– Most important when the leader is not distracted by stressful situations
and when the leader uses a more directive leadership style
– Key variables to effective leadership: Wisdom, Intelligence & Creativity
• NEEDS
– Need for Power
– Need for Achievement
– Need for Affiliation
– Leadership motive pattern: a leader has a high need for power and a low need for
affiliation
– Can be measured through Thematic Apperception Test and Job Choice Exercise
LEADER PERFORMANCE
• TASK vs. PERSON ORIENTATION
– Managerial Grid: A measure of leadership that classifies a leader into one
of 5 leadership styles
• Person-oriented leaders: believe that employees are intrinsically motivated,
seek responsibility, are self-controlled and don’t necessarily dislike work
– Act in a warm and supportive manner and how concern for subordinates
– Country club leaders,Theory Y leaders, leaders high in consideration
– Consult subordinates before making decisions, praise their work, ask about their
families, do not look over their shoulder and use a more “hands off” approach
– Under pressure, tend to become socially withdrawn
LEADER PERFORMANCE
• TASK vs. PERSON ORIENTATION
– Managerial Grid: A measure of leadership that classifies a leader into one of 5
leadership styles
• Task-oriented leaders: see employees as lazy, extrinsically motivated, wanting
security, undisciplined and shirking responsibility
– Tend to lead by giving directives, setting goals and making decisions without consulting
subordinates
– Under pressure, become anxious, defensive and dominant
– Task-centered leaders: define and structure their roles as well as the roles of their
subordinates
– Theory X leaders: believe that employees are extrinsically motivated and thus lead by
giving directives and setting goals
– Initiating structure: extent to which leaders define and structure their roles and the
roles of the subordinates
LEADER PERFORMANCE
• TASK vs. PERSON ORIENTATION
– Managerial Grid: A measure of leadership that classifies a leader into one
of 5 leadership styles
• Team leadership: The leader is concerned with both productivity and
employee well-being
• Impoverish leadership: The leader is concerned with neither productivity nor well-
being of employees
• Middle-of-the-road: Reflects a balanced orientation between people and tasks
– Leadership Opinion Questionnaire (LOQ): used to measure a leader’s self-
perception of his of her leadership style
– Leader Behavior Description Questionnaire (LBDQ): used to measure
perceptions of leader’s style by his or her subordinates
LEADER PERFORMANCE
• UNSUCCESSFUL LEADERS
– Lack of training
• Training is usually provided after promotion and well after the supervisor began
supervising
– Cognitive deficiencies
• Unable to learn from experience and are unable to think strategically
– Personality
• Insecure and adopt one of the following personality types:
– Paranoid/passive-aggressive
• Surface: charming and quiet people who often compliment subordinates and co-workers
• Resent success of others and are likely to act against subordinates in a passive-aggressive
manner
– High-likeability floater
• Insecure and seldom rocks the boat or causes trouble
– Narcissist
• Overcome insecurity by overconfidence
INTERACTION
B ET W E E N T H E
LEADER AND THE
S I T U AT I O N
SITUATIONAL FAVORABILITY
• FIEDLER’S CONTINGENCY MODEL
– An individual’s leadership style is the result of a lifetime of experiences and thus is
extremely difficult to change
– Leadership effectiveness is dependent in the interaction between the leader and the
situation
– Rather than changing their leadership style, help people understand their leadership style
and learn how to manipulate a situation so that the two match
– Least-Preferred Coworker (LPC) Scale: reveal leadership style and effectiveness
• Favorableness of a situation is determined by 3 variables:
– Task structuredness: extent to which tasks have clear goals and problems can be solved
– Leader position power: extent to which a leader, by the nature of his/her position, has the
power to reward and punish subordinates
– Leader-member relations: extent to which subordinates like a leader
– Leader Match: a training program that teaches leaders how to change situations to match
their leadership styles
ORGANIZATIONAL CLIMATE
• IMPACT THEORY
– There are 6 styles of leadership and that each styles will be effective only in one of 6
organizational climates
• Informational: leads through knowledge and information
– Climate of Ignorance: important information is not available
• Magnetic: leader has influence because of his/her charismatic personality
– Climate of Despair: characterized by low morale
• Position: leaders influence other by virtue of their appointed or elected authority
– Climate of Instability: people are not sure what to do
• Affiliation: the individual leads by caring about others
– Climate of Anxiety: in which worry predominates
• Coercive: the individual leads by controlling reward and punishment
– Climate of Crisis: the outcome to a decision has extreme consequences
• Tactical: a person leads through organization and strategy
– Climate of Disorganization: the organization has necessary knowledge and resources, but
doesn’t know how to efficiently use the knowledge or resources
ORGANIZATIONAL CLIMATE
• IMPACT THEORY
– Becoming an effective leader according to IMPACT theory
• Find a climate consistent with your leadership style
• Change your leadership style to better fit the existing climate
– People who are willing to adapt their behavior and have the ability to “play” each of the 6
leadership styles should be effective leaders
• Change your followers’ perception of the climate
– Perception matches the leader’s behavior style
• Change the actual Climate
SUBORDINATE ABILITY
• PATH-GOAL THEORY: leaders will be effective if their behavior helps
subordinates achieve relevant goals
– Instrumental style: leaders plains and organizes the activities of employees
– Supportive style: leaders show concern for their employees
– Participative style: leader allows employees to participate in decision
– Achievement-oriented styles: leader sets challenging goals and reward
achievement
– Each style will only work in certain situations and depends on subordinates’
abilities and the extent to which the task is structured
SUBORDINATE ABILITY
• SITUATIONAL LEADERSHIP THEORY: effective leaders must adapt their style of
leadership to fit both the situation and the followers
– Follower readiness: ability and willingness to perform a particular task
• R1: Unable and unwilling/insecure
– Directing: leader directs the follower by telling him what to do and how to do it
• R2: Unable but willing/confident (willing to do work, but are not sure how to)
– Coaching: leaders explain and clarify how work should be done
• R3: Able but unwilling/insecure (already know what to do, but are not sure whether
they want to do it)
– Supporting: leaders give plenty of emotional support as well as opportunities for two-
way communication
• R4: Able and willing/confident
– Delegating: leader delegates specific tasks to subordinates and let them complete those
tasks with minimal supervision/guidance
RELATIONSHIPS WITH SUBORDINATES
• LEADER-MEMBER EXCHANGE (LMX) THEORY: focuses on the interaction between
leaders and subordinates
– Vertical dyad linkage (VDL) theory
– Leader-member exchanges (LMX): interactions between leaders and subordinates
– Leaders develop different roles and relationships with the people under them and thus act
differently with different subordinates
– In-group: high-quality relationship with the leader
• Trusting, friendly relationships with leader
• Leader allows them to participate in decisions and rarely discipline them
– Out-group: low-quality relationship with the leader
• Given direct orders and have less say about how affairs are conducted
SPECIFIC LEADER
SKILLS
SPECIFIC LEADER SKILLS
• Leaders do the following: • Leadership skills
– Initiate ideas – Organizing
– Informally interact with subordinates – Analysis and decision making
– Stand up for and support subordinates – Planning
– Take responsibility – Communication
– Develop a group atmosphere – Delegation
– Organize and structure work – Work habits
– Communicate formally with subordinates – Carefulness
– Reward and punish subordinates – Interpersonal skill
– Set goals – Job Knowledge
– Make decisions – Organizational knowledge
– Train and develop employee skills – Toughness
– Solve problems – Integrity
– Generate enthusiasm – Development of others
– Listening
LEADERSHIP THROUGH DECISION MAKING

• Only in certain situations are decisions best made by the leaders; in other situations,
decision are best made with the participation of a leader’s subordinates, colleagues or
both
• Vroom-Yetton Model: concentrates on helping a leader choose how to make a
decision
– Provides a flowchart hat can tell a leader what process to go through to make a decision
in a particular situation
LEADERSHIP THROUGH CONTACT:
MANAGEMENT BY WALING AROUND
• Leaders and managers are most effective when they are out of their offices, walking
around and meeting with and talking to employees and customers about their needs
and progress
• Increases communication, builds relationships with employees and encourage
employee praticipation
LEADERSHIP THROUGH POWER
• EXERT POWER
– Power that individuals have because they have knowledge
– Requirements
• Knowledge must be something that others in an organization need
• Others must be aware that the leader knows something
• LEGITIMATE POWER
– Power that individuals have because of their elected or appointed position
– Best able to get employees to comply with their orders but have low follower satisfaction
LEADERSHIP THROUGH VISION:
TRANSFORMATIONAL LEADERSHIP
• Transactional leadership: Leader focuses on task-oriented behaviors
– Contingent reward: leaders who reward followers for engaging in desired activity
– Management by exception-active: leaders who actively monitor performance and take
corrective action when needed
– Management by exception-passive: leaders who do not actively monitor follower behavior and
who take corrective action only when problems are serious
• Transformational leadership:Visional leadership in which leader chnages the nature and
goals of an organization
– Lead by developing a vision, changing organizations to fit this vision and motivating employees
to reach the vision
– Charisma: leaders with high moral and ethical standards who have a strong vison of where they
want their followers to go and who use enthusiasm to motivate followers
– Intellectual stimulation: leaders who encourage change and open thinking, challenge the status
quo and appreciate diversity
– Individual consideration: leaders who encourage individual growth and take the time to mentor
and coach their followers
LEADERSHIP THROUGH VISION:
TRANSFORMATIONAL LEADERSHIP
• Vision
– Where they want the organization to go and provide direction toward the end
• Differentiation
– Leaders are somehow different from their followers
– Similar enough to relate and empathize with them
• Values
– Successful leaders have strong values
• Transmission of Vision and Values
– Able to communicate their vision and values to others
• Flaws
– Have a major flaw and they know it
– Makes them more human and provides a target that followers can focus on when they are upset
with the leader
LEADERSHIP THROUGH AUTHENTICITY
• Authentic leadership: leaders should be honest and open and lead out of
desire to serve others rather than a desire for self-gain
– Reflect on their own ethics, core beliefs and values
– Rather than leading by copying the leadership styles of others, lead by being
themselves and acting in accordance with their heartfelt ethics, beliefs and values
to create a positive environment
– Self-awareness: understand who they are, recognize and accept their weaknesses
and take steps to correct those weaknesses
– Have high self-esteem: confidence to be courageous and do the right thing as well
as the willingness to accept criticism and make personal changes when necessary
CULTURAL DIFFERENCES IN LEADERSHIP
• Project GLOBE (Global Leadership and Organizational Behavior Effectiveness)
– Goals:
• Discover differences and similarities in cultures
• Determine why these differences exist
– Culture differ on 9 dimensions:
• Uncertainty avoidance: extent to which a culture avoids uncertainty by using social norms and rituals
• Power distance: extent to which power is unequally shared
• Social collectivism: extent to which a culture encourages collective distribution of resources
• In-group collectivism: extent to which individuals express pride in their organizations and families
• Gender egalitarianism: extent to which a culture tries to minimize differences in gender roles and prevent
discrimination
• Assertiveness: extent to which individuals in a culture are assertive and challenging in social relationships
• Future orientation: extent to which a culture plans for and invests in the future
• Performance orientation: extent to which a culture encourages and rewards improvement in performance
• Humane orientation: extent to which a culture encourages and rewards people for being fair, caring and
giving
CULTURAL DIFFERENCES IN LEADERSHIP
• Project GLOBE (Global Leadership and Organizational Behavior Effectiveness)
– 6 leadership styles distinguish cultures
• Charismatic: involves vision, inspiration, integrity and performance orientation
• Self-protective: following procedures, emphasizing status difference, being self-centered and saving
face
• Humane: being modest and helping others
• Team oriented: being collaborative, building teams and being diplomatic
• Participative: getting the opinions and help of others
• Autonomous: being independent and individualistic and making one’s own decisions
LEADERSHIP: WHERE ARE WE TODAY?
• Assumptions
– First, because different situations require different leadership styles and skills, individuals who have a
wide variety of relevant skills will be best able to be effective leaders in a larger variety of situations
– Second, because individuals have different needs and personalities, leaders who are able to adapt
their interpersonal styles to fit the needs of followers will be better leaders than those who stick to
just one behavioral style
– Finally, because a leader must use different skills in different situations and act differently with
different followers, it is important that she be able to understand the needs of the situation, the
follower or both and then behave accordingly