Faculty80 437 KUST20201 L16 P1 Leadership

“Organization Studies”
MS 437
Lecture 16
“Leadership”
By: Dr. Humera Manzoor

Assistant Professor, Institute of
Business Studies, KUST
Mullins:
Course: Organization Studies MS-437 Management
-- Instructor: and
Dr. Humera Organisational
Manzoor, Assistant. Behaviour,
Prof. Institute7th edition Studies
of Business © Pearson
, KUSTEducation Limited 2005
-- Email: humera@kust.edu.pk
Outline
• Contingency models of leadership

• Transactional leadership
• Transformational leadership
• Charismatic leadership
• Visionary leadership
• Distributed leadership
• Expectations from leaders in future
Mullins:
Course: Organization Studies MS-437 -- Instructor:
Mullins.
Management and
Contingency models of leadership
perspective which argues that leaders must adjust their style

taking into account the properties of the context
Major contingency models of leadership:
• Favourability of leadership situation (Fiedler)

• Quality & acceptance of leader’s decision (Vroom & Yetton)
• Path–goal theory (House)
• Maturity of followers (Hersey & Blanchard)
Mullins. Management and Organizational behavior. 7th edition. @ Pearson Education Limited. 2005
Mullins:
-- Instructor:
Mullins.
and
Fiedler contingency theory
Mullins:
-- Instructor: and
Vroom & Yetton contingency model
• Decision quality – the effect that the decision has on group

performance
• Decision acceptance – the motivation & commitment of

group members in implementing the decision
• Time required to make the decision
Mullins:
-- Instructor: and
Path – goal theory leadership behaviour
• Directive
• Supportive
• Participative
• Achievement-oriented
House
Mullins:
-- Instructor: and
Exhibit 17–7 Path-Goal Theory
Mullins:
-- Instructor: and
Maturity of
followers
(Hersey &
Blanchard)
Mullins:
Mullins.
Management and
Mullins:
Mullins.
Management and
Transactional leadership
• a leader who treats relationships with followers in terms of

an exchange, giving followers what they want in return for
what the leader desires, following prescribed tasks to pursue
established goals
• Based on legitimate authority within the bureaucratic

structure of an organisation
Mullins:
-- Instructor: and
Transactional leadership
• Emphasis on the clarification of goals & objectives, work

tasks & outcomes, organisational rewards & punishments
• Appeals to the self interest of followers
• Based on a relationship of mutual dependence & an exchange

process of ‘I will give you this, if you do that’
Mullins:
-- Instructor: and
Transformational leadership
• leader who treats relationships with followers in terms of

motivation and commitment, influencing and inspiring
followers to give more than mere compliance to improve
organizational performance.
• Leaders who also are capable of having a profound and

extraordinary effect on their followers.
Mullins:
-- Instructor: and
Transformational leadership
• A process of engendering higher levels of motivation &

commitment among followers
• Emphasis is on generating a vision for the organisation, the

leader’s ability to appeal to higher ideals & values of
followers, & creating a feeling of justice, loyalty & trust
• Is about transforming the performance or fortunes of a

business
Mullins:
-- Instructor: and
Components of transformational leadership
• Idealised influence
• Inspirational motivation
• Intellectual stimulation
• Individualised consideration
Mullins:
-- Instructor: and
Charismatic Leadership
• An enthusiastic, self-confident leader whose personality and

actions influence people to behave in certain ways.
• Characteristics of charismatic leaders:

• Have a vision.
• Are willing to take risks to achieve the vision.
• Are sensitive to the environment and follower needs.
• Exhibit behaviors that are out of the ordinary.
Mullins:
-- Instructor: and
Inspirational/visionary leadership
• A leader who creates and articulates a realistic, credible, and

attractive vision of the future that improves upon the present
situation.
• Visionary leaders have the ability to:

• Explain the vision to others.
• Express the vision not just verbally but through behavior.
• Extend or apply the vision to different leadership contexts.
Mullins:
-- Instructor: and
Distributed Leadership
• The collective exercise of leadership behaviours, often

informal and spontaneous, by staff at all levels of an
organization.
• Encouraged by flatter structures, teamwork, knowledge

work, developments in communication technologies and
network organizational forms.
Mullins:
Mullins.
Management and
The leadership relationship
Whatever the perceived approach to leadership, the most

important point is the nature of the leadership relationship and
the manner in which the leader influences the behaviour and
actions of other people.
Mullins:
-- Instructor: and
Expectations for leaders of the future
• Dream collectively
• Balance the short term with the longer term
• Build an organisation that values people
• Understand the reality of the organisation
Gratton
Mullins:
-- Instructor: and
Suggested Reading
Mullins (2005). Management and Organizational behavior. 7th

edition. Pearson Education Limited.
Mullins:
-- Instructor: and

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“Organization Studies”

By: Dr. Humera Manzoor

• Contingency models of leadership

perspective which argues that leaders must adjust their style

Major contingency models of leadership:

• Favourability of leadership situation (Fiedler)

• Decision quality – the effect that the decision has on group

• Decision acceptance – the motivation & commitment of

• Time required to make the decision

• a leader who treats relationships with followers in terms of

• Based on legitimate authority within the bureaucratic

• Emphasis on the clarification of goals & objectives, work

• Appeals to the self interest of followers

• Based on a relationship of mutual dependence & an exchange

• leader who treats relationships with followers in terms of

• Leaders who also are capable of having a profound and

• A process of engendering higher levels of motivation &

• Emphasis is on generating a vision for the organisation, the

• Is about transforming the performance or fortunes of a

• An enthusiastic, self-confident leader whose personality and

• Characteristics of charismatic leaders:

• A leader who creates and articulates a realistic, credible, and

• Visionary leaders have the ability to:

• The collective exercise of leadership behaviours, often

• Encouraged by flatter structures, teamwork, knowledge

Whatever the perceived approach to leadership, the most

• Balance the short term with the longer term

• Build an organisation that values people

• Understand the reality of the organisation

Mullins (2005). Management and Organizational behavior. 7th

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