CHAPTER 12

LEADERSHIP

THEORETICAL APPROACHES TO LEADERSHIP

 Trait Approach
A conception that leadership is best understood in terms of traits or dispositions held by an
individual that are accountable for the observed leadership.
Basic Categories of Skills
1. Technical skills – include knowledge of work operations, procedures and equipment,
markets, clients, and competitors.
2. Conceptual skills – include the ability to analyze complex events and perceive trends,
recognize changes, and identify problems.
3. Interpersonal skills – include an understanding of interpersonal relationships and group
processes, the ability to maintain cooperative relationship with people, and persuasive
ability.
 Behavioral Approach
A conception that leadership is best understood in terms of the actions taken by an individual
in the conduct of leading a group.

MAJOR PURPOSES OF LEADERSHIP BEHAVIORS

Managerial Behavior Internal Context External Context

Networking Good relations with subordinates Good relations with peers, superiors,
outsiders

Supporting Good relations with subordinates, stress tolerance by Good relations with peers, superiors,
subordinates outsiders

Managing conflict and Team Good relations with subordinates, group cohesiveness, Good relations with peers, superiors,
building cooperation among subordinates outsiders

Motivating Subordinate effort Cooperation and support from peers,

superiors, and outsiders

Recognizing and Rewarding Subordinate effort and role clarity, good relations with Cooperation and support from peers,
subordinates superiors, and outsiders

Planning and Organizing Unit efficiency and coordination Adaptation to environment, external
coordination

Problem solving Stability of operations, unit efficiency and coordination Adaptation to environment, external
coordination

Consulting and Delegating Decision quality, subordinate effort Decision quality and implementation

Monitoring Detection of problems, evaluation of performance Detection of problems and opportunities

Informing Decision quality, unit efficiency and coordination External coordination, enhance unit
reputation

Clarifying Role clarity, unit efficiency and coordination External coordination

 Power and Influence Approach
 A conception that leadership is best understood by the use of the power and influence
exercised by a person with a group.

SOURCES OF LEADER POWER OVER SUBORDINATES AND LIKELY OUTCOMES

Source of Leader Commitment Compliance Resistance

Influence

Referent power Likely Possible Possible

If request is believed to be If request is perceived to be If request is for something that will
important to leader unimportant to leader bring harm to leader
Expert power Likely Possible Possible
If frequent is persuasive and If request is persuasive but If leader is arrogant and insulting
subordinates share leader’s task subordinates are apathetic about or subordinates oppose task goal
goals task goals
Legitimate power Possible Likely Possible
If request is polite and very If request or order is seen as If arrogant demands are made or
appropriate legitimate request does not appear proper
Reward power Possible Likely Possible
If used in a subtle, very personal If used in a mechanical impersonal If used in a manipulative, arrogant
way way way
Coercive power Very unlikely Possible Likely
If used in a helpful, non-punitive If used in a hostile or manipulative
way way

 Situational Approach
A conception that leadership is best understood in terms of situational factors that promote
the occurrence of leadership.
Path-goal Theory – emphasizes on the importance of leaders indicating to followers what
behaviors (paths) they need to exhibit to attain the desired objectives (goals).
Styles of behavior
a. Directive
b. Supportive
c. Participative
d. Achievement oriented
 Transformational Leadership
A conception that leadership is the process of inspiring a group to pursue goals and attain
results.
Four components:
a. Idealized influence
b. Inspirational motivation
c. Intellectual stimulation
d. Individualized consideration

 Charismatic Leadership
 A conception that leadership is the product of charisma, a trait that inspires confidence in
others to support the ideas and beliefs of an individual who possesses this trait.
Potential problems with negative charismatics:
1. They engage in projects for the purpose of calling attention to themselves based on
grandiose notions of their self-importance.
2. They are being more concerned with “big picture” abstractions of their vision for the
future.
3. They are often not skilled or interested in cultivating protégés who can continue their
ideas and vision.
 Implicit Leadership Theory
A conception that leadership is a perceived phenomenon as attributed to an individual by
others.