Professor: Dr.Gregorio R.

Sismondo
Before we will our journey, let us
reflect on the significance of the
following people:
Mohandas Gandhi
Churchill
John F. Kennedy
Martin Luther King
Nelson Mandela
What makes leaders influential?
What are the characters and
attributes they have that made
them different from the other
leaders in our time?
Definitions of Leadership
Leadership is like beauty-it is
hard to define, but you know it
when you see it (Bennis,1997)
Leadership is process of social
influence in which one person is
able to enlist the aid and support
of others in the accomplishment
of common task (Chemers, 1997)
Leadership is a process of
influence, occurs in groups and
involves common goals
(Northhouse,2010)
Leadership is defined as a process
in which an individual or a group
influences behavior toward a
shared goal; leadership is
distributed widely in
organizations both formally and
informally and has rational,
social, and emotional bases (Hoy
and Miskel, 2013)
Historical background of
Leadership

Are leaders born or made?

Aristotle thought that individuals
are born with characteristics that
would make them leader
The conception that the key
factors in determining
leadership are inherited the so-
called trait approach in
leadership.
Bass (2008) observes that because
of fortunate inheritance or social
circumstance, possessed
qualities and abilities that
differentiated them from people
in general
Until 1950s investigations to find
the traits that determine who
will be leaders dominated the
study of leadership.
Early Trait Research
Stogdill Reviewed the 124 traits studies of
(1948) leadership

Completed in 1904 and 1947

5 five personal factors associated with leadership

5 personal factors

Capacity

Achievement

Responsibility

Status

Participation
Stogdill (1948) asserted that a
person does not become a leader
by virtue of the possession of
some combination of traits
because the impact of traits
varies widely from situation to
situation.
Recent Perspectives on
Leadership Traits and Skills
• In 1970, after reviewing another
163 new traits studies Stogdill
(1981) concluded that a leader is
characterized by the following
traits:
*drive for responsibility and task
completion
*vigor and persistence on the pursuit of goals
*venturous and originality in solving problems
*drive to exercise initiative in social situations
*self-confidence and more sense of personal identity
*willingness to accept consequences of decision and action
*readiness to absorb interpersonal stress
*willingness to tolerate frustration and delay
*ability to influence other person’s behavior
*capacity to structure interaction systems to the purpose
at hand
Glenn Immegart’ (1988) leadership traits

*intelligence
*dominance
*high energy or activity
*self-confidence
Experts discovered variables associated with effective
leadership

*Personality traits
*Motivational traits
*Skills
 Yukl’s (2002) Personality traits
Relative stable behaviors

*Self-confidence
*Stress tolerance
*Accurate awareness of strengths and
weaknesses
*Oriented toward self improvement
*Integrity
*Extroversion
 5 Motivational traits-energetic forces
(Fiedler,1967, Mc Clelland, 1985 and Yukl,
2010)

*Task and interpersonal needs

*Power needs
*Achievement orientation
*High expectations for the success of
school administrators
*Self-efficacy
 Skills
Yukl’s (2002) and Northouse’s
(2004)-3 categories of skills

*Technical skills
*Interpersonal skills
*Conceptual or cognitive skills
Situation and Leadership
Leadership situations that had relevance with leadership
behavior and performance (Campbell,1970; Lalwer,1985;
Vecchio,1993)

*Organizational Structures
*Role Characteristics
*Subordinate characteristics
*Internal environment
*External environment
Ohio State and Related Leadership Studies
(Hemphill and Coons, 1950), (Halpin and
Winer, 1952)

Two basic dimensions of leader behavior

Initiating structure

Consideration
Four Findings of the Ohio State University
LBDQ studies (Hlapin,1966)
*Initiating structure and consideration are
fundamental dimensions of leader behavior
*The most effective leaders are described as
those integrating both high initiating
structure and high consideration
*Superiors and subordinates evaluate the
contributions of the leader behavior
dimensions oppositely in assessing
effectiveness.
Superiors tend to emphasize
initiating structure, subordinates
are more concerned with
consideration
*Only a slight relationship exists
between how leaders say they
should behave and how subordinate
describe that they do behave.
Contingency models of leadership
Four sets of concepts

*Traits of the leader

*characteristics of situation
*Behaviors of the leader
*Effectiveness of the leader
Contingency Models of Leadership includes the
following:

*Instructional Leadership
*Fiedler’s Contingency Model of
Leadership
*Substitutes for Leadership model
*Distributed Leadership
Instructional Leadership- emphasizes the
improvement of teaching and learning
Fiedler’s Contingency Model of Leadership
(Fiedler,1967)- this utilizes the leadership
style as a trait, situational control, and
effectiveness
Substitutes for leadership- in many situations
individual leadership acts are canceled,
replaced with surrogates or become
pointless.
*Substitutes- things that make person-
oriented and task-oriented behavior
unnecessary and redundant
*Neutralizers-situational factors that prevent
a leader from acting in a particular way
*Enhancers- boost the leader-outcome
relationship
*Supplements- contribute to subordinate
performance without changing the direct
effects of the leader.
Distributed Leadership
-embraces leadership by teams. Multiple
individuals and groups substitute or share
the leadership responsibilities that have
traditionally been distributed to a single
individual.
Transformational Leadership
-formulated by James MacGregor Burns
(1978)

Three types of Leadership

*Laissez-faire Leadership
*Transactional Leaders
*Transformational Leadership
Laissez-Faire Leadership (Bass,1998)
-absence transaction with followers
-leaders avoid expressing their views or
taking action on important issues, fail to
make or at least delay decisions, ignore
responsibilities, provide no feedback, and
allow authority to remain dormant
-it is avoidance of leadership
-most passive and less effective
Transactional Leaders
-motivate followers by exchanging rewards
for services rendered.
-it has three components
*contingent reward leadership
*active management by exception
*passive management-by-exception
Transformational Leadership
-leaders are proactive, raise awareness levels
of the followers about inspirational
collective interests, and help followers
achieve unusually high performance
outcomes
-It posits the four I’s
*idealized influence
*inspirational motivation
*intellectual stimulation
*individualized consideration (Bass and
Riggio,2006)
Servant Leadership
-formulated by Greenleaf (1977)
-refers to behavior that nurtures individual
development in the organization through
listening, empathy, stewardship, and an
awareness to develop followers who think
ethically and foster sound interpersonal
relations with their colleagues
-leaders need to regulate their egos, to
transform their followers into leaders, and
to become first among equals
-emphasis is on empowering followers
Evolutionary Leadership Theory
-it assumes that the psychology of leadership
and followership emerged in our species as a
response to the challenges of survival and
reproduction.
-in the process of evolution our species
adapted to survival by organizing into
groups compose of leaders and followers as
opposed to uncoordinated crowds or
leaderless groups.
-groups need cooperation and coordinated
action to survive.
Scientific Management
-an organizational management style
developed in the early 1900s
-developed by Frederick Taylor
-goal of management as efficiency and
standardization
-good organization is one that is efficient,
hierarchical, highly centralized, planning
oriented, highly regulated, highly organized
and tightly controlled
-Productivity is the most vital measure of
success and effectiveness
*It evolves into five principles
-shift work responsibility to management
-use scientific analysis to devise precise
worker actions
-select the best workers for a given job
-train workers effectively
-monitor work and worker performance