Leadership

What
What Is
Is Leadership?
Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals.

Management
Use of authority inherent
in designated formal rank
to obtain compliance from
organizational members.
 Definition
Definition
 Leadership is the ability to influence individuals or
groups toward the achievement of goals.

 Leadership, as a process, shapes the goals of a group

or organization, motivates behavior toward the
achievement of those goals, and helps define group or
organizational culture. It is primarily a process of
influence.

 Leadership is a dynamic or changing process in the

sense that, while influence is always present, the
persons exercising that influence may change.

 Leadership involves attempts of a leader  to influence

the behavior of followers...
 Leadership
Leadership and
and Management
Management
 Leadership and management are different concepts.

 Leadership is needed to create change.

 Management is needed to create orderly results.

 Although some managers are able to influence followers

to work toward the achievement of organizational goals,
the conferring of formal authority upon a manager does
not necessarily make that individual a leader

 Not all leaders are managers, and similarly, not all

managers are leaders. Within a team environment,
manager and leader are simply roles taken on by
members of the team. Most teams require a manager to
"manage" -- coordinate, schedule, liaise, contact,
organize, procure -- their affairs.
 Why
Why do
do followers
followers follow
follow

 Followers follow, if their leaders are perceived

to be in a position to provide them with the
means by which they can satisfy their
needs...Maslow’s theory
 Theories
Theories on
on Leadership
Leadership
 Traditional theory:
1. Trait theory
2. Group and Exchange theory (LMX theory)
 Behavioral theories:
1. IOWA leadership studies
2. OHIO state leadership studies
3. Early Michigan leadership studies
 Contingency theories:
1. Fiedler’s contingency model of leadership
2. Path-goal theory.
3. Cognitive resource theory (Stress)
4. Situational leadership theory (Able, willing)
 Modern theoretical process
1. Charismatic
2. Transformational
3. Transactional
4. The Blake and Mouton managerial/Leadership Grid
 Trait
Trait Theories
Theories

Traits Theories of
Leadership Leadership
LeadershipTraits:
Traits:
•• Ambition
Ambitionand
andenergy
energy
Theories that consider
personality, social, •• The
Thedesire
desireto
tolead
lead
physical, or intellectual •• Honesty
Honestyand
andintegrity
integrity
traits to differentiate •• Self-confidence
leaders from nonleaders. Self-confidence
•• Intelligence
Intelligence
•• High
Highself-monitoring
self-monitoring
•• Job-relevant
Job-relevant
knowledge
knowledge

© 2005 Prentice Hall Inc. All rights reserved. 11–7

 Exhibit
Exhibit16–1
16–1 Seven
SevenTraits
TraitsAssociated
Associatedwith
withLeadership
Leadership

.
.
 Behavioral
Behavioral Theories
Theories

Behavioral Theories of Leadership

Theories proposing that specific behaviors
differentiate leaders from nonleaders.

•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.

© 2005 Prentice Hall Inc. All rights reserved. 11–9

 Ohio
Ohio State
State Studies
Studies

Initiating Structure
The extent to which a leader is
likely to define and structure his
or her role and those of sub-
ordinates in the search for goal
attainment.

Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.

© 2005 Prentice Hall Inc. All rights reserved. 11–10

 University
University of
of Michigan
Michigan Studies
Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.

Production-Oriented Leader
One who emphasizes technical or task
aspects of the job.

© 2005 Prentice Hall Inc. All rights reserved. 11–11

 Blake
 Blake and
and Mouton
Mouton Managerial/Leadership
Managerial/Leadership Grid
Grid

 Dual concern: Task and People

 The five basic styles
 1,1- Impoverished style: minimum concern for
people and task
 1,9- country club style: extremely high concern
for people, and minimum for work
 9,1-task master: extreme concern for task &
minimum for people
 5,5- Middle of the road
 9,9- Best Style: maximum concern for both
people & task
 Managerial
Managerial //
Leadership
Leadership
Grid
Grid
(Blake
(Blakeand
andMouton)
Mouton)

E X H I B I T 11–1
E X H I B I T 11–1

© 2005 Prentice Hall Inc. All rights reserved. 11–13

 Path-Goal
Path-Goal Theory
Theory

Path-Goal Theory
The theory that it is the leader’s job to
assist followers in attaining their goals
and to provide them the necessary
direction and/or support to ensure that
their goals are compatible with the
overall objectives of the group or
organization.

© 2005 Prentice Hall Inc. All rights reserved. 11–14

Inspirational
InspirationalApproaches
Approaches to
to Leadership
Leadership

Charismatic Leadership Theory

Followers make attributions of heroic or
extraordinary leadership abilities when they
observe certain behaviors.

Charismatics
CharismaticsInfluence
InfluenceFollowers
FollowersBy:
By:
1.1. Articulating
Articulatingthe
thevision
vision
2.2. Setting
Settinghigh
highperformance
performanceexpectations
expectations
3.3. Conveying
Conveyingaanew
newset
setof
ofvalues
values
4.4. Making
Makingpersonal
personalsacrifices
sacrifices
 Leadership
Leadership qualities
qualities
 Vision
 Passion and self-sacrifice
 Confidence, determination and persistence
 Image building
 Role modeling
 External representation
 Expectation and confidence of followers
 Selective motive arousal
 Frame alignment
 Inspirational communication
Finding
Finding and
and Creating
Creating Effective
Effective Leaders
Leaders
 Selection
– Review specific requirements for the job.
– Use tests that identify personal traits associated with
leadership, measure self-monitoring, and assess
emotional intelligence.
– Conduct personal interviews to determine candidate’s
fit with the job/organization.
 Training
– Recognize that all people are not equally trainable.
– Teach skills that are necessary for employees to
become effective leaders.
– Provide behavioral training to increase the
development potential of nascent charismatic
employees.
 Managing
Managing Power
Power
– Legitimate power – Expert power
(Authority) • The influence a leader
• The power a leader has can exert as a result of
as a result of his or her his or her expertise,
position. skills, or knowledge.
– Coercive power – Referent power
• The power a leader has • The power of a leader
to punish or control. that arise because of a
– Reward power person’s desirable
• The power to give resources or admired
positive benefits or personal traits.
rewards.

. .
 Developing
Developing Trust
Trust
 Credibility (of a Leader)
– The assessment of a leader’s honesty, competence, and ability
to inspire his or her followers
 Trust
– Is the belief of followers and others in the integrity, character,
and ability of a leader that he/she will not exploit the followers
even having the opportunity.
• Dimensions of trust:
1. Integrity (total honesty, whole truth, communication integrity),
2. Competence (ability to perform)
3. Consistency (uniform / regular behavior over time)
4. Loyalty (Face saving, sacrificing for others)
5. Openness (Freely communicate without hesitation)

. 16–19
Exhibit
Exhibit16–7
16–7 Suggestions
Suggestions for
for Building
BuildingTrust
Trust

Practice openness.
Be fair.
Speak your feelings.
Speak the truth.
Show consistency.
Fulfill your promises.
Maintain confidences.
Demonstrate competence.

Copyright © 2010 Pearson Education, Inc.

Publishing as Prentice Hall
16–20
 Manager
Manager vs
vs Leader
Leader

, 11–21