LEADERSHIP &

PERFORMANCE

PRESENTED BY:
Julia Marie Giron
Shen Fie May Gonzaga
 What is Leadership?
It is the process by which an individual guides others in their
collective pursuits, often by organizing, directing, coordinating,
supporting, and motivating their efforts.

Leadership is a complex of interpersonal processes whereby

cooperating individuals are permitted to influence and motivate
others to promote the attainment of group and individual goals.
 Leadership Processes
• Reciprocal
– It involves the leader, the followers and the group situation. The
leader-follower relationship is mutual and an interactional view
assumes that leadership cannot be understood independently
of followership.

– followership means working effectively with a leader and other

group members.
 Five Basic Types of Followers

• Conformist Followers (The Yes People)

• Passive (Sheep) Followers
• Pragmatic Followers
• Alienated Followers
• Exemplary Followers
Kelley’s theory
on followership.
 Leadership Processes

• Transactional
– Leaders and followers work together exchanging their time,
energies, and skills to increase their joint rewards (Avolio,
2004)
 Leadership Processes

• Transformational
– Leaders heighten group members’ motivation, confidence, and
satisfaction by uniting members and changing their beliefs,
values, and needs (Burns, 2003).
 Leadership Processes

• Reciprocal
– It involves the leader, the followers and the group situation. The
leader-follower relationship is mutual and an interactional view
assumes that leadership cannot be understood ndependently of
followership.

– followership means working effectively with a leader and other

group members.
 Leadership Processes

• Cooperative
– The right to lead is, in most instances, voluntarily conferred on
the leader by some or all members of the group, with the
expectation that the leader is motivated by the group’s
collective needs rather than his or her own interests (Avolio &
Locke, 2002).
 Leadership Processes

• Adaptive
– It organizes and motivates group members’ attempts to attain
personal and group goals (Parks, 2005).
 Task-Relationship Model

• Assumes that these many and varied behaviors cluster

into one of two basic categories:
1. Task leadership
2. Relationship leadership
 Task-Relationship Model

• Task Leadership
– focuses on the group’s work and its goals.

– The leader initiates structure, sets standards and objectives,

assigns members, develops standard operating procedures,
defines responsibilities, establishes communication networks,
give evaluatios, plans & coordinates activities, proposes
solutions, monitors compliance with procedures, and stresses
the need for efficiency and productivity.
 Task-Relationship Model

• Relationship Leadership
– focuses on the interpersonal relations within the group.

– The leader boosts morale, gives support and encouragement,

reduces interpersonal conflict, helps members to release
negative tensions, establishes rapport, and shows concern and
consideration for the group and its members.
Task-Relationship Model
 Leadership Substitute Theory
• A conceptual analysis of the factors that combine to
reduce or eliminate the need for a leader.

• The TFA case is consistent with the leadership substitute

theory which maintains that substitutes for leadership
“negate the leader’s ability to either improve or impair
subordinate and member satisfaction.”
LEADERSHIP EMERGENCE
 Personal Qualities of a Leader

1. Personality Traits
2. Intelligence
3. Emotional Intelligence
4. Skills & Experience
5. Partipation
 Look of Leaders

1. Physical Appearance
2. Diversity
3. Sex
 Implicit Leadership Theory

• Developed by Robert Lord and his colleagues.

• Group members’ taken-for-granted assumptions about
the traits, characteristics, and qualities that distinguish
leaders from the people they lead.
Implicit Leadership Theory
 Social Identity Theory

• Maintains that individuals who most closely match the

qualities of the shared prototype will be more likely to
emerge as leaders.
 Social Role Theory

• A conceptual analysis of sex differences developed by

Alice Eagly recognizing that men and women take on
different types of roles in many societies, and that these
role expectations generate gender stereotypes and
differences in the behavior of women and men.
 Terror Management Theory

• A conceptual analysis of the implicit psychological

processes thought to defend individuals from the
emotionally terrifying knowledge that they are mortal
and will someday die.
 Evolutionary Theory

• evolutionary psychology suggests that leadership is an

adaptation-a heritable characteristic that developed in a
population over a long period of time-that improves the
fitness of both leaders and followers.
Leader Effectiveness
 Fiedler’s Contingency Model
• Motivational Style
• Situational Control
• Predicting Leadership Effectiveness
• Questions and Conclusions
 Fiedler’s Contingency Model

• Fred Fiedler’s conceptual analysis of leadership which

posits that a leader’s success is determined by his or
her leadership style and the favorability of the group
situation.
 Fiedler’s Contingency Model

• Motivational Style
– Consistent with the task relationship model of leadership,
Fiedler suggests that leaders naturally tend to adopt one of two
leadership styles, which he measured using the Least Preferred
Co-Worker Scale (LPC)
• LPC－An indirect measure of the tendency to lead by stressing the task
(low LPC) or relationships (high LPC)
 Fiedler’s Contingency Model

• Situational Control
– Control is the key situational factor in the model. If leaders can control the situation, they
can be certain that decisions, actions, and suggestions will be carried out by the group
members.

Factors affecting Control

1. Leader-member Relations
2. Task Structure
3. Position Power
 Fiedler’s Contingency Model

• Predicting Leadership Effectiveness

• Questions and Conclusions
 Style Theories
Fiedler’s contingency model assumes that leaders have a preferred “style”
of leading: Some tend to be relationship-oriented leaders, and others are
task-oriented leaders.
 The Leadership Grid (Managerial Grid)
• A theory of management and leadership, proposed by
Robert Blake and Jane Mouton, assuming that people
vary in their concern for results and their concern for
people, and that individuals who are high on both
dimensions—concern for people and concern
• for results—(9,9) are the best leaders.
 Situational Leadership Theory

• Proposed by Paul Hersey and Kenneth Blanchard,

suggests that groups benefit from leadership that
meshes with the developmental stage of the group.
 Leader-Member Exchange Theory

• A dyadic, relational approach to leadership assuming that

leaders develop exchange relationships with each of
their subordinates, and that the quality of these leader–
member exchange (LMX) relationships influences
subordinates’ responsibility, decision influence,
access to resources, and performance.
 Participation Theories

• The Lewin-Lippitt White Study

– Kurt Lewin, Ronald Lippitt, and Ralph White conducted one of
the earliest laboratory studies of interacting groups to
determine the relative effectiveness of shared and unshared
approaches to leadership.
 Three Leadership Styles

1. Authoritarian (Autocratic)
―took no input from the members in making decisions about group
activities, did not discuss the long range goals of the group, emphasized
his authority, dictated who would work ons specific projects, and arbitrarily
paired the boys with their work partners.
2. Democratic
―made certain that all activities were first discussed by the entire group.
3. Laissez-faire
― rarely intervened in the group activities
 Transformational Leadership

• A traditional form of leadership that involves contributing

time, effort, and other resources in the pursuit of
collaborative goals in exchange for desired outcomes.
 Transactional Leadership

• An inspiring method of leading others that involves

elevating one’s followers’ motivation, confidence, and
satisfaction, by uniting them in the pursuit of shared,
challenging goals and changing their beliefs, values, and
needs.
Bruce Avolio and Bass (1995) developed the Multifactor
Leadership Questionnaire to measure the key
components of transformational, transactional, and
passive/avoidant leadership.
 Transformational leadership’s four components
(4Is)

Idealized influence
Leaders who express their conviction clearly and
emphasize the importance of trust; they take stands on
difficult issues and urge members to adopt their
values; they emphasize the importance of purpose,
commitment, and the ethical consequences of
decisions.
 Transformational leadership’s four components
(4Is)

Inspirational motivation
Leaders who articulatean appealing vision of the
future; they challenge followers with high standards,
talk optimistically with enthusiasm, and provide
encouragement and meaning for what needs to be
done.
 Transformational leadership’s four components
(4Is)

Intellectual stimulation
Leaders who question old assumptions, traditions, and
beliefs; they stimulate in others new perspectives and
ways of doing things, and they encourage the
expression of ideas and reasons.
 Transformational leadership’s four components
(4Is)

Individualized consideration:
Leaders who deal with others as individuals; they
consider individual needs, abilities, and aspirations;
they listen attentively and further individual members’
development; they advise, teach, and coach.
Transactional leadership’s two key components:

Contingent reward
Leaders who provide rewards to followers contingent
on performance, recognize achievements, and provide
direction and positive feedback; they define
expectations, arrange mutually satisfactory
agreements, and negotiate for resources.
Transactional leadership’s two key components:

Management by exception (active)

Leaders who supervise followers’ performances and
intervene if they detect failures to reach goals or
maintain standards.
 Passive/avoidant forms of leadership (and
nonleadership)

Passive management by exception

Leaders who are uninvolved in the group activity until
a serious problem occurs; they do not take action until
mistakes are brought to their attention.
 Passive/avoidant forms of leadership (and
nonleadership)

Laissez-faire:
These individuals are not, according to Bass, leaders,
for they do not accept the responsibility of the role;
they are often absent when needed, ignore their
followers’ requests for help, and do not make their
views and values known to others.
Thank you!