CHAPTER NINE

LEADERSHIP
 “Trust men and they will be true to you; treat them
greatly and they will show themselves to be great.”
Ralph Waldo Emerson
1. DEFINITIONS
 Leadership: is the process by which a person exerts
influence over others and inspires, motivates and
directs their activities to achieve group or
organizational goals.
 The leadership definition implies that:
It involves the use of influence.
Involves the importance of being a change agent—
being able to affect followers’ behavior and performance.
Finally, the definition focuses on accomplishing goals.
DEFINITION CONT’D
 Leadership occurs when one modifies the
motivation or competencies of others.
 Effective leader may have to deal with
individual, group, and organizational goals.
 Leader effectiveness is typically measured by
the accomplishment of one or a combination
of these goals.
DEFINITION CONT’D
 Followership – the process of being guided and
directed by a leader in the work environment.
 Ineffective followers may be more of a handicap to
an organization than ineffective leaders.
 Qualities of effective followers:
 They manage themselves well.
 They are committed to a purpose outside
themselves.
 They build their competence and focus their efforts
for maximum impact.
 They are courageous, honest, and credible
2. LEADERSHIP ROLE
 It involves people
 It involves unequal distribution of power
 the ability to use the different forms of
power to influence follower’s behaviors in
a number of ways
 Leadership constitutes values
 The ability to comprehend that human
beings have different motivation forces
 3. SOURCE OF POWER
 Two sources of power which in turn divided into
five categories:
 Organizational sources of power (Legitimate,
reward and coercive)
 Personal sources of power (expertise and referent)

A. Legitimate Power
 The authority that a manager has by virtue of his
or her position in the organization.
B. Reward Power
 The ability of a manager to give or withhold
tangible and intangible rewards.
SOURCE OF POWER CONT’D
C. Coercive Power
 The ability of a manager to punish others.
D. Expert Power
 Power that is based on special knowledge, skills,
and expertise that the leader possesses.
 Tends to be used in a guiding or coaching manner
E. Referent Power
 Power that comes from subordinates’ and
coworkers’ respect , admiration, and loyalty
 Possessed by managers who are likable and whom
subordinates wish to use as a role model
4. LEADERSHIP THEORIES
1. Early Theories:
 Great Man Theories
 Trait Theories

2. Behavioral Theories
3. Contemporary Views on Leadership
 4.1 EARLY THEORIES
 Great Man Theory
 Leaders are exceptional people, born with innate
qualities, destined to lead.
 Leaders are born, not made
 Great man approach actually emphasis “charismatic”
leadership .charisma being the Greek word for gift.
 According to this great man theory of leadership,
leadership calls for certain qualities like:
persuasiveness
 commanding personality
 charm courage
 Intelligence
 aggressiveness.
  TRAIT THEORY
 Theory that attempts to identify specific
characteristics (physical, ability, personality)
associated with leadership success.
 Traits are characteristics of the person:
 Physical characteristics (height, weight,
appearance, health, etc)
 Abilities (intelligence, creativity, knowledge,
technical competence etc).
 Personality traits (self-confidence,
dominance, adaptable,
extroversion/sociability, originality, etc)
TRAIT THEORY CONT’D
 Traits consistently associated with leadership:
 Ambition and energy
 The desire to lead
 Honesty and integrity
 Self-confidence

 Intelligence

 Job-relevant knowledge
4.2 BEHAVIORAL THEORIES OF
LEADERSHIP

 Propose that specific behaviors

differentiate leaders from non-leaders
 Four schools:
 Kurt Lewin Studies
 Ohio State Studies
 University of Michigan Studies
 Managerial Grid
 1. KURT LEWIN STUDIES
 Identified three leadership styles:
 Autocratic style: centralized authority, low
participation
 Democratic style: involvement, high
participation, feedback
 Laissez faire style: hands-off management
 Research findings: mixed results
 No specific style was consistently better for
producing better performance
 Employees were more satisfied under a
democratic leader than an autocratic leader
 2. OHIO STATE STUDIES
 Identified two dimensions of leader behavior:

 Initiating structure: the role of the leader in

defining his or her role and the roles of group
members
 Consideration: the leader’s mutual trust and respect
for group members’ ideas and feelings.
 Research findings: mixed results
 High-high leaders generally, but not always,
achieved high group task performance and
satisfaction.
 Evidence indicated that situational factors appeared
to strongly influence leadership effectiveness.
STUDIES

 Identified two dimensions of leader behavior

 Employee oriented: emphasizing personal
relationships
 Production oriented: emphasizing task
accomplishment
 Research findings:
 Leaders who are employee oriented are
strongly associated with high group
productivity and high job satisfaction.
4. MANAGERIAL GRID
 Appraises leadership styles using two
dimensions:
Concern for people

Concern for production

 Places
managerial styles in five categories:
Impoverished management

Task management

Middle-of-the-road management

Country club management

Team management
MANAGERIAL GRID CONT’D
 RESEARCH FINDINGS FOR
BEHAVIORAL
THEORIES
 When subordinates experience a lot of pressure because of
deadlines or unclear tasks, leaders who are people oriented
will increase employee satisfaction and performance.
 When the task is interesting or satisfying, there is less need
for leaders to be people oriented.
 When it’s clear how to perform the task and what the goals
are, leaders who are people oriented will increase
employee satisfaction, while those who are task oriented
will increase dissatisfaction.
 When people don’t know what to do, or individuals don’t
have the knowledge or skills to do the job, it’s more
important for leaders to be production oriented than people
oriented.
4.3 CONTEMPORARY VIEWS ON
LEADERSHIP

 Transformational Leadership
 Transactional Leadership
 Charismatic Leadership
 Visionary Leadership
 Servant and Super-leadership
 TRANSFORMATIONAL
LEADERSHIP
 Transactional leaders
 Leaders who guide or motivate their followers in
the direction of established goals by clarifying role
and task requirements.
 Transformational leaders
 Leaders who inspire followers to transcend their
own self-interests for the good of the organization
by clarifying role and task requirements.
 Leaders who also are capable of having a profound
and extraordinary effect on their followers.
CHARACTERISTICS OF TRANSACTIONAL
LEADERS
 Contingent reward
 Contracts exchange of rewards for effort, promises
rewards for good performance, recognizes
accomplishments.
 Management by exception (active)
 Watches and searches for deviations from rules and
standards, takes corrective action.
 Management by exception (passive)
 Intervenes only if standards are not met.
 Laissez-Faire leader
 Abdicates responsibilities, avoids making decisions.
 CHARACTERISTICS OF
TRANSFORMATIONAL LEADERS
 Charisma
 Provides vision and sense of mission, instills pride,
gains respect and trust.
 Inspiration
 Communicates high expectations, uses symbols to
focus efforts, expresses important purposes in
simple ways.
 Intellectual stimulation
 Promotes intelligence, rationality, and careful
problem-solving.
 Individualized consideration
 Gives personal attention, treats each employee
individually, coaches, advises.
TRANSFORMATIONAL LEADERSHIP
ELEMENTS

Building Creating
Commitment a Vision

Transformati
onal
Leadership
Communicating
Modelling the Vision
the Vision
 B. 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 able to articulate the 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.
 C. 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.
 D. SERVANT AND SUPER-
LEADERSHIP
 Servant Leadership represents a philosophy in
which leaders focus on increased service to
others rather than to oneself.
 A super-leader is someone who leads others to
lead themselves by developing employees’
self-management skills.
 Super-leaders attempt to increase employees’
feelings of personal control and intrinsic
motivation.
 5. STYLES OF LEADERSHIP
1. Authoritarian
 A style of leadership in which the leader uses strong,
directive, controlling actions to enforce the rules,
regulations, activities and relationships in the work
environment.
 CHARACTERISTICS OF
AUTHORITARIAN LEADERSHIP
 Sets goals individually
 Engages primarily in one-way, downward
communication
 Controls discussions of followers
 Sets policy and procedures unilaterally
 Dominates interaction
 Personally directs the completion of tasks
 Provides infrequent positive feedback
 Rewards obedience and punishes mistakes
 Exhibits poor listening skills
 Uses conflict for personal gain
2. DEMOCRATIC
A style of leadership in which the leaders takes
collaborative, responsive, interactive actions with
followers concerning the work and the work
environment.
 CHARACTERISTICS OF
DEMOCRATIC LEADERSHIP
 Involves followers in setting goals
 Engages in two-way, open communication
 Facilitates discussion with followers
 Solicits input regarding determination of policy and
procedures
 Focuses interaction
 Provides suggestions and alternatives for the
completion of tasks
 Provides frequent positive feedback
 Rewards good work and uses punishment only as a
last resort
 Exhibits effective listening skills
 Mediates conflict for group gain
3. LAISSEZ-FAIRE
(“LEAVE THEM ALONE”)
Astyle of leadership in which the leader fails to
accept the responsibilities of the position.
 CHARACTERISTICS OF LAISSEZ-FAIRE
LEADERSHIP
 Allows followers free rein to set their own goals
 Engages in noncommittal, superficial communication
 Avoids discussion with followers to set policy and
procedures
 Avoids interaction
 Provides suggestions and alternatives for the
completion of tasks only when asked to do so by
followers
 Provides infrequent feedback of any kind
 Avoids offering rewards or punishments
 May exhibit either poor or effective listening skills
 Avoids conflict
The End!!!