Universal: ( 1 , 2 ) Top two boxes:

Box 1: personality is a set of traits they have and he has an impact. Great person approach and
charisma.

Universal Leader Influence

Certain individuals are destined to be born leaders, and their traits wherever they go.
Highly associated with Charisma.

Charisma: you just want to follow them, they have a common vision on the same page and they
can take you to that vision, and creative opportunities, and they’re all about controlling their
organization’s beliefs on their destiny. Ex: “You got this!” Defining your identity and meaning.

Universal traits: a leader no matter where he goes, intelligence, integrity, and self-confidence
self-motivation, energy, honesty, higher on the extroversion scale, emotional stability and the
need for achievement.
Limitations: controversial, not many people think this is true.

When people are perceived or prototypical characteristics then they are a leader.

Box 2: no matter where he goes his skill sets and tricks he’s amazing. No matter the situation.
Enduring set of behaviours that chooses to behave in a considerate and initiating way.
 Universal Behaviour

These approaches asked on which leader behaviours for high level performance, if we use them
then we can get effected. (star)

1. Initiating structure and a task leader

2. An

Initiating Structure (Task Leader)

Initiating Consideration

(Social-emotional Leader)

The degree to which a leader concentrates

on goal attainment

● A leader who is concerned with accomplishing a task by organizing, planning and

dividing labour

● The extent to which a leader is approachable and shows personal concern for
employees

● A leader who is concerned about reducing tension, resolving disagreements and

maintaining morale Consequences?

There is structure and construction,

Setting standards, making sure people are following rules, policies and rules and regulations,
and initiating structure. And EQ is when they show concern and care. Providing guidance and
support and very humanistic, facilitating interaction. When people utilise these behaviours it will
lead to motivation, and job satisfaction. Reinforcement you do this and you will have the benefits
and be rewarded,

(Assignment Question) Situation - Contingent: ( 3, 4 ) Bottom two boxes:

Box 3: based on those situations he can adjust
 Situation-Contingent Leader Influence

1. Leadership Orientation
The nature of the situation is which trait orientations are affected. Put you in the mess that
matches you based on your leadership style.

LPC Scale; measures the task-oriented or relationship of a leader, the lower the score is a more
task-oriented leader. The higher the score the more the leader's Relationship style which is
more concern, guidance, and people.

2. Situational Favourableness
Match the situation to the leader where he trusts him.

1. The extent the group trusts and respects the leader and easily will follow his direction.
2. Task structure: the degree where which the task is clearly specified and defined
compared to completely ambiguous.
3. Position Power: the extent to which the leader has official power and official abilities to
influence others in a desired direction because of the hierarchy.

Box 4: (Triple star) 9.3

Contingency Behaviour Approaches: leaders can and should adapt tier style to the
situational demand (situational sensing) Bob House is.

House’s Path-Goal Model: This model is concerned

Leadership Behaviour:
● Directive behaviour: you let them know what’s going on and you give specific details
on what to do, scheduling and setting standards (school 1) High power distance.
● Supportive behaviour: you show regular concern for the well-being of your people,
treating people with a very high approachability, problem-solving, and helpful with
resources. You’re there for them and you got their back.
● Participative behaviour: (school 3) consultative and joint problem-solving and decision
making, unless they have a high GNS.
● Achievement-oriented behaviour: setting challenging goals and principals,
thermostats analogy, and getting you to reach for the stars, incredible confidence in
people, you got this!! I will help you to get you where you are.

Situational Factors: How do you measure the situation.

Employee Characteristics:
● Level of authoritarianism: are they given authority?
● Locus of control: internal or external, do they do things or wait for things to happen?
 ● Level of ability: are they experienced veterans or newbies?

You have to get these demographics.

Environmental Factors:
● Nature of Task: highly structured or ambiguous and or an absolute mess. Mess you
need a directive leader.
● Formal authority: bureaucracy, is it a highly structured hierarchy or a flat hierarchy and
a lot of role changes?

The Path-Goal Model (9.3) Including Employee Outcomes

1. When you match the right leadership style to a situation then people will be satisfied.
2. Increased acceptance of the leader, and more trust and reputation.
3. People put in more effort and work.

Case 1: You are a fire chief and there are bodies everywhere and fire. An absolute mess. You
need a directive leader. You get your 10 best people and paramedics.

Case 2: A manager in a retail store. It's already a highly structured and rules and regulation
place. You need a supportive leader.

Case 3: You’re a supervisor for 8 students for a top consulting firm. You need a participative
and achievement-oriented leader mixed.

Question 5 on the assignment!!

Vroom was Dr, Vick Vroom was all about participative leadership.

1. What is Participative Leadership?

● Involving employees in making work-related decisions.

2. Advantages of Participative Leadership (only on High GNS people)

● Motivation: goes up
● Quality: with the right people the work will get better
● Acceptance: I’m in to do this.

They feel the enrichment in their job and the contribution.

3. Problems with Participative Leadership

● Time and energy: more patience
● Loss of energy: the leaders lose power so a healthy ego leader will be fine.
● Lack of receptivity or knowledge: they don’t want to do it they back off.
Vroom and Jago’s Situational Model of Participative Leadership

A decision model tree yes or no they will see what is best.

__________________________________
Range: AI, AII, CI, CII, GII (A for autocratic; C for consultative; G for group)

Question #5 Leadership Assignment 2.

X Axis is personality

Y Axis is universal

Universal
Contingency

What does universal influence means?

Leaders are leaders because they have an enduring aspect of their personality or their
behaviour. (He’s a leader regardless of a situation) No matter where you go you’re effective due
to your traits and behaviour. Born leader and charisma.

Who is your leader? No matter where he goes he’s a leader Different from Situation.
Contingence Leader they will adjust the expression to fit the demands of a situation. (Situation
sensing)
 What is Leadership?
The influence that particular individuals exert on the goal achievement of others in an
organizational context.

“The art of mobilizing others to want to struggle for shared aspirations”

(Kouzes & Posner)

“There are three things required for success; integrity, intelligence and energy.
If You are missing the first, the other two will kill you” (Warren Buffet)

Are you who you say you are? And do you have integrity?

What are the two major tasks for those who lead?

1. They have to on a basic level manage to get their day-to-day tasks done.
(Transactional)
2. Inspiring others to make a difference. (Transformational)

Formal vs. Informal

Formal: - Legitimacy and Role/Position

Specific authority, rulings and regulations to direct people no guarantee that there is an
inspiration.

Informal: - No Legitimate title, Positive power always, and Critical Knowledge and
experience.

1. They do not have any formal authority and the reliance is more on respect and
being perceived as having special knowledge, influence and inspiration.

What are the differences between managing and leading?

Managing is doing things right. The bare-bones to get things done like hiring/firing.
Leading is doing the right things.

It's possible to be a manager with no inspiration or influence

 Transactional vs Transformational

Transactional: motivate by exchanging rewards for services Manager-like roles

Improving things and getting people's needs done.

Transformational: Arouse intense feelings, Intellectual stimulation, Inspirational

motivation, Rely on personal sources of power, Individualized consideration
A lot of discussing of ideas and providing people a sense of meaning a transformational
leader will take you to places you never thought was possible.

1/3
Alternative leadership approaches

Saying what are the newer approaches to leadership development (more modern more
contemporary skills that leaders are begging for)
1 Leader Member Exchange (LMX) Theory: old theory but emergent approach to
coaching. All about the quality of the relationships that you build with your
people/employees (low power distance)(high LMX leader, people would trust them,
incredible loyalty, mutual respect, two way communication)(Low LMX, low trust, low
respect, employees feel very top down treated)
2 Developmental Leadership: (Don’t fish for them, teach them how to fish) True
developmental leader doesn’t fish for his people, he teaches them how to fish. Teaching
them how to self manage, empowering, learning the art of persuasion)(using emotion
credibility and logic (ethos pathos logos)
3 Strategic Leadership: Thermostat analogy, strategic leader always has a
strategy/framework/model
4 Global Leadership: at the base of global leadership is cultural intelligence. 1
Inquisitiveness (always looking for opportunities to see and experience new things,
have an edge from openness to experience) 2 something about character (connection
to people, understand different view points, uncompromising integrity, would have edge
if you had high EI, agreeableness) 3 duality (can see the forest and the trees, forest is
big picture, tress is micro/specifics) 4 savvy (are you really good at recognizing new
market opportunities)
5 Shared Leadership: youre able to play any part within a team/take on many roles
(shared leadership)

New Emerging Approaches to Leadership

Empowering Leadership (enabling/fostering autonomy amongst people)
Ethical Leadership: core conscious as a leader and are your morals the same as your
ethics or are your morals above
Authentic Leadership: are you being true to yourself
***Servant Leadership: going beyond your own interests and having genuine interest
in serving others (stewardship)
EI and Leadership
Culture and Leadership: Hofstede, are you focusing on his 5
**Gender and Leadership: are you aware of gender biases, invisible barriers/glass
ceiling
Change Leadership: how are you walking people through change
**Leadership and Sustainability: triple bottom line leader (people profit planet)

Leadership Effectiveness Equation (L1)

Function of his genetics
What do you bring to the table with regards to genetics

2/3

(L2)
Function of his skills
Box 2 on exam
Is he really good at the hard stuff and soft stuff

(GM)
Also about us
Interactionist
What we bring and what we have

(Situation)
Situation also effects
Mac would be smaller, in the country would be larger scale
Little S would be internal (small scale)
Big 2 would be external (large scale)