Leadership & Change MGT INST Chapter 2 - UG

Slide Note for the Course:
Leadership and Change Management
By
Jemal M. (PhD)
Assistant Prof, AAU, department of Management
College of Business and Economics,
Chapter Two:
Leadership Theories
2.1. Trait Theory
- Was based on the idea that leaders are born with traits and
that only great people possessed them.
– The first major systematic attempt to study leadership in

order to determine what made certain people great leaders.
– The theories were called “great man” theories- because they

focused on identifying the innate qualities and characteristics
possessed by great social, political and military leaders,
which differentiated them from followers.
– Focused heavily on personality characteristics.

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt
Leadership Traits
Studies of Leadership Traits and Characteristics
Major Leadership Traits
Traits to possess or cultivate if one seeks to be perceived
by others as a leader:
• Intelligence – Intellectual ability including verbal,

perceptual, and reasoning capabilities
• Self-Confidence – Ability to be certain about one’s
competencies and skills
• Determination – The desire to get the job done (i.e.,
initiative, persistence, dominance, drive)
• Integrity – The quality of honesty and trustworthiness
• Sociability – Leader’s inclination to seek out pleasant social
relationships
5-Factor Personality Model & Leadership
Big Five Personality Factors
5-Factor Personality Model & Leadership
Big Five & Leadership
Study using meta-analysis (Judge et al, 2002)
Results – a strong relationship between personality
traits and leadership
• Extraversion– factor most strongly associated with leadership
– Most important trait of effective leaders
• Conscientiousness – 2nd most related factor
• Neuroticism & Openness – next most related
– High Neuroticism is negatively associated to leadership
• Agreeableness – only weakly related to leadership
Leadership Trait Questionnaire
To be filled by you and group members (with five Likert scale – 1-strongly disagree to 5- strongly agree)
1. Articulate – Communicates effectively with others
2. Perceptive – Is discerning and insightful
3. Self-confidence – believes in his/her ability
4. Self-assured – secure with self, free of doubts
5. Persistent – stays fixed on goals despite obstacles
6. Determined – takes firm stand and acts with certainty
7. Trustworthy – authentic and inspires confidence
8. Dependable – consistent and reliable
9. Friendly – shows kindness and warmth
10. Outgoing – talks freely, gets along with others
11. Conscientious - thorough, organized and controlled
12. Diligent - persistent, hardworking
13. Sensitive – shows tolerance, tactful and sympathetic
14. Empathic – understands others, identifies with others
2.2. Behavioral Theories
• These models look at leaders most effective

behaviors.
3.2.1. Ohio State Leadership Studies
• Leadership Behaviors
– Consideration – leader’s concern for people and
interpersonal relationships
– Initiating structure – leader’s concern for
accomplishing the task
Behavioral Theories cont’d…
2.2.2. Michigan Leadership Studies

• Leadership Behaviors
– Relations-oriented/employee-centered behaviors-
leaders interested in the subordinates as people,
participation in org goal setting process.
– Task-oriented/job-centered behaviors- emphasize
technical aspects of job, setting standards, close
supervision

Behavioral cont’d….
2.2.3. Managerial grid model - developed in 1964 by Blake and
Mouton, and identified 5 kinds of leadership behaviors:
• Team leader (sound)
• Country club (accommodating)
• Impoverished (indifferent)
• Middle-of-the-road (status quo)
• Produce or perish (dictatorial)
This classification is based on Concern for people and production

Concern for people
• This is the level to which a leader considers peoples; interests,
personal development and needs when accomplishing a task.
• Concern for production
• This is the level to which a leader emphasizes; organizational
efficiency, productivity and firm objectives when accomplishing a
task.

a. Team leader (sound) - high productivity / high concern for
people
• Blake and Mouton described this as being the pinnacle of leadership.
• People who choose this style encourage commitment and teamwork.
• This style requires that staff feel that they are constructive parts of
the organization.
• It is a style that is closely linked to McGregor’s theory Y (participative
management style).
b. Country club (accommodating) - high concern for people/low concern

for productivity
– The basic principle behind this approach is that as long as people are
happy and secure, they will work hard.
– This produces a very relaxed working culture with plenty of fun.
– The downside is a loss of productivity due to low direction and control.

c. Impoverished (indifferent) - low concern for people and productivity
– Someone adopting this style is trying to avoid being blamed for any
mistakes.
– Innovation and creativity are stifled and they evade and elude.
– The result is an environment which does not motivate or satisfy
and disharmony, disorganization and dissatisfaction are the order
of the day.
d. Middle-of-the-road (status quo) - mid scale balance of people and
productivity
– These managers and leaders attempt to balance the needs of the
staff with that of the organization.
– They aim for medium or average performance, but the result is
neither high productivity nor people whose needs are met fully.

• E. Produce or perish (dictatorial) - low concern for
people / high concern for productivity
• Staff needs are viewed as unimportant – only paid a
salary and in turn they are expected to perform.
• Rules, punishment and sanctions are used in order
to ensure goals are met
• Is common in situations where there is a sense that
the organization may fail or in crisis management
• Is linked to McGregors theory X (theory Y being
linked to the sound team leader approach above).

Behavioral Theories cont’d…
Blake and Mouton Leadership Grid (1962)
9 (1,9) (9,9)
8 Country Club Team Management
7
Concern for People
6 Middle-of-the-Road
5 (5,5)
3
2 Impoverished Authority-Compliance
1 (1,1) (9,1)
1 2 3 4 5 6 7 8 9
Concern for Production

Leadership Behavior Taxonomies
• Three-Dimensional
Taxonomy
– Task-Oriented Behaviors
– Relations-Oriented
Behaviors
– Change-Oriented
Behaviors

Task-Oriented Behaviors
• Organize work activities to improve efficiency
• Plan short-term operation
• Assign work to groups or individuals
• Clarify what results are expected for a task
• Set specific goals and standards for task performance
• Explain rules, policies, and standard operating
procedures
• Direct and coordinate work activities
• Monitor operations and performance
• Resolve immediate problems that would disrupt the
work
Relations-Oriented Behaviors
• Provide support and encouragement to someone
with a difficult task
• Express confidence that a person or group can
perform a difficult task
• Socialize with people to build relationships
• Recognize contributions and accomplishments
• Provide coaching and mentoring when appropriate

Relations-Oriented Behaviors (Cont.)
• Consult with people on decisions affecting them

• Allow people to determine the best way to do a task
• Keep people informed about actions affecting them
• Help resolve conflicts in a constructive way
• Use symbols, ceremonies, rituals, and stories to build
team identity
• Recruit competent new members for the team or
organization

Change-Oriented Behaviors
• Monitor the external environment to detect threats
and opportunities
• Interpret events to explain the urgent need for change
• Study competitors and outsiders to get ideas for
improvements
• Envision exciting new possibilities for the organization
• Encourage people to view problems or opportunities in
a different way
• Develop innovative new strategies linked to core
competencies
Change-Oriented Behaviors (Cont.)
• Encourage and facilitate innovation and entrepreneurship in the
organization
• Encourage and facilitate collective learning in the team or
organization
• Experiment with new approaches for achieving objectives
• Make symbolic changes that are consistent with a new vision or
strategy
• Encourage and facilitate efforts to implement major change
• Announce and celebrate progress in implementing change
• Influence outsiders to support change and negotiate agreements
with them

2.3. Situational Leadership
Key Situational Variables of Leadership

– Characteristics of the Leader
– Characteristics of the Followers
– Characteristics of the Situation

Characteristics of the Leader
• Traits (motives, personality, values)
• Confidence and optimism
• Skills and expertise
• Behavior
• Integrity (honesty, behavior consistent with
values)
• Influence tactics
• Attributions about followers
Characteristics of the Followers
• Traits (needs, values, self concepts)
• Confidence and optimism
• Skills and expertise
• Attributions about the leader
• Trust in the leader
• Task commitment and effort
• Satisfaction with job and leader

Characteristics of the Situation
• Type of organizational unit
• Size of unit
• Position power and authority of the leader
• Task structure and complexity
• Task interdependence
• Environmental uncertainty
• External dependencies
• National cultural values

2.3.1. Path-Goal Theory of Leadership
– This model was developed by Robert House in 1971,
with a revision in 1996. House suggested that the main
role of a leader is to motivate his team by:
• Clarifying the teams’ personal benefits in striving for and
reaching their goals
• Clearing and clarifying the path that would achieve their
goals
“The motivational function of the leader consists of increasing
personal payoffs to subordinates for work-goal attainment and
making the path to these payoffs easier to travel by clarifying it,
reducing roadblocks and pitfalls, and increasing the
opportunities for personal satisfaction with the leader”
Path goal theory cont’d…
• Explanatory Processes – Expectancy Theory
• 4 leadership styles were identified
– Supportive leadership
– Directive leadership
– Participative leadership
– Achievement-oriented leadership
• Path goal theory works on the assumption that leaders can and
should vary their attitude and behavior according to the
situation they and their team find themselves in.
• These Situational Variables are
– Task characteristics and
– Subordinate characteristics
Path goal cont’d…
Style and situation to use each kind of style
• Directive
• Gives clear guidance and direction, no emphasis on personal needs,
descriptive in nature, team experience is often lacking, the team accepts
control
• Group cohesion, tasks are unstructured and interesting, team wants
authoritative leadership
• Team is inexperienced, they want the leader to direct, they don’t think they
have power
• Supportive
• Friendly and helpful working environment, the team doesn’t need close
supervision but needs protecting from stress, leader looks after
psychological welfare of team
• Predictable and easy tasks, authority is weak/ unclear, team cohesion is
poor, team has high ability
• The team is experienced and confident, they don’t like to be closely
controlled, they think they have power

Path goal …. Cont’d
• Participative
• Team consultation, opinion of team is genuinely considered, team has
authority, team has motivation to achieve
• The team wants to be involved, team is very capable, tasks are complex
and instructed, can have effective or uneffective cohesion
• The team is experienced and confident, they think they have power, they
don’t like close control, they want to have control over their own work
• Achievement orientated
• The leader sets ambitious goals; trust, respect and mutual belief exists
• Authority is clear, tasks are unpredictable or complicated, authoritative
leadership is welcomed
• The team is experienced and confident, they think that they may lack some
power, they respect their leader, they don’t mind the leader setting the
goals
2.3.2 Hersey and Blanchard's Situational Leadership Model
• This model is based around the idea that there is no one
optimum style of leadership, but that effective leaders
adopt their style to the maturity of the group or team
and the task that needs to be accomplished.
• They defined leadership style (S1-S4), maturity level (M1-
M4) and development levels (D1-D4).
• Leadership style - 'S'
• Hersey and Blanchard defined leadership style in terms of:
• Telling SI
• Selling S2
• Participating S3
• Delegating S4

Hersey and Blanchard's….
Behavior S1-S4 Description
• Telling (S1) The leader defines roles,
One way communication,
Leader is prescriptive in telling; how, what, why, when
and how
• Selling (S2) Two way communication,
Leader still provides direction,
Leader provides emotional support and people are
influenced into ‘buying in'
• Participating(S3) Shared decision making,
Leader provides less task behavior instruction
• Delegating (S4) Leader is still involved and monitors progress
Individuals and groups now have responsibility
for processes


• Development level -
– This looks at the commitment and competence of the
people being led.
– A highly motivated leader with high but realistic expectations
of their team produces staff with high levels of personal
performance

• Leadership Behavior
High
M3 M2
g
Share Ideas Explain your decisions
tin
and Facilitate and provide opportunity
Se for clarification
pa
Decision Making
lli
ici
ng
rt
Relationship Behavior
(Supportive Behavior)
Pa
Hi Rel Hi Rel
Lo Task Hi Task
Lo Rel Lo Rel
Lo Task Hi Task
ng
ti
Te
ga
ll
le
ing
De
M4 M1
Transfer responsibility Provide specific instructions
for decisions and and closely supervise
implementation performance
Task Behavior
Low High
(Directive Behavior)

2.3.3. The Fiedler Contingency Theory
• This model was first seen in 1967 and it is based on the premise
that the effectiveness of a leader is based on two forces:
• Leadership style
• Situational favorableness determined by three factors:
• Leader-member relation
• Task structure
• Leaders Position power
• These forces were collectively called by Fiedler ‘Situational
Contingency’.

Fiedlers …. Cont’d
Leadership style
• Fiedler said that leader style was fixed and could be
measured using the LPC scale - Least Preferred Co-worker.
• By considering someone who was your least favorite
person to work with, you can rate this person on his LPC
scale.
• He believed that if your total score was high you were
likely to be a relationship orientated leader, who is adept
at managing and avoiding conflict and place an emphasis
on establishing personal connections.
• On the other hand, if your total score was low, you are
more likely to be task-orientated who are effective task
completers but see building relationships as a low priority.

LPC Scale
• Characteristic Scale Characteristic
• Unfriendly 12345678 Friendly
• Unpleasant 12345678 Pleasant
• Rejecting 12345678 Accepting
• Tense 12345678 Relaxed

• Cold 12345678 Warm
• Boring 12345678 Interesting
• Backbiting 12345678 Loyal
• Uncooperative 12345678 Cooperative
• Hostile 12345678 Supportive
• Guarded 12345678 Open
• Insincere 12345678 Sincere
• Unkind 12345678 Kind
• Inconsiderate 12345678 Considerate
• Untrustworthy 12345678 Trustworthy
• Gloomy 12345678 Cheerful
• Quarrelsome 12345678 Harmonious
Fiedlers… cont’d
• Situational favorableness
• Fiedler identified three situational components that
would determine the favorableness of situational control:
– Leader - member relations = the level of trust and confidence
the team has in its leader
– Task structure = how well does the team and leader
understand their task
– Leader position power = how much influence does the leader
have
• This model has been criticized due to its lack of flexibility
and assumption that a leaders style is static and unable to
be adapted.
• People are expected to fall in either the task or
relationship orientated end of the spectrum.

Fiedler’s Contingency Model
Leader-
Member Good Poor
Relations
Task High Low High Low

Structure Structure Structure Structure Structure
Strong Weak Strong Weak Strong Weak Strong Weak
Position Power Power Power Power Power Power Power Power
Power
Preferred 1 2 3 4 5 6 7 8
Leadership Low LPCs Low
High LPCs
Style Middle LPCs LPCs
Findings from Fiedler Model
2.3.4. Normative Decision Model
Vroom-Yetton Model
• Decision Procedures
– AI – Leader makes decision without any additional
information
– AII – Leader seeks information and makes decision
alone
– CI – Leader shares problem with others individually
and makes decision alone
– CII – Leader shares problem with others collectively
and makes decision alone
– GII – Group discusses problem collectively and the
group makes the decision
Normative Decision Model (Cont.)
• Situational Variables
1. The amount of relevant information possessed by
leader and subordinates
2. The likelihood that subordinates will accept an
autocratic decision
3. The likelihood that subordinates will cooperate if
allowed to participate
4. The amount of disagreement among subordinates
with respect to preferred alternatives

Normative Decision Model (Cont.)
5. The extent to which the decision is unstructured and

requires creative problem solving
6. Decision Acceptance – Degree of commitment to
implement a decision effectively
7. Decision Quality – Objective aspects of the decision
that affect group performance aside from any effects
mediated by decision acceptance

Normative Decision Model
2.4. Charismatic & Transformational Leadership Theory
Early Theories
• Charismatic
– Max Weber – Divinely inspired gift
– Occurs during a social crisis
– Leader emerges with a radical vision that offers a
solution
• Two early theories:
• Attribution Theory and
• self-concept theory of leadership

Attribution Theory of Charismatic Leadership
• Leader Traits and Behaviors
– Advocates a vision highly discrepant from the status quo
– Acts in unconventional ways
– Makes self-sacrifices
– Appears confident about their proposals
– Inspires them with emotional appeals
– See opportunities that others fail to recognize
• Influence Processes
– Personal identification
– Internalization
• Facilitating Conditions
– Follower disenchantment
– Crisis situation
Self-Concept Theory of Charismatic Leadership
• Indicators (Traits and Behaviors) of Charismatic Leaders
– Articulating an appealing vision
– Using strong, expressive forms of communication when
articulating the vision
– Taking personal risks and making self sacrifices to attain the
vision
– Communicating high expectations
– Expressing confidence in their followers
– Modeling behaviors consistent with the vision
– Managing followers’ impressions of the leader
– Building identification with the group or organization
– Empowering the followers

Self-Concept Theory… (Cont’d)
– Personal identification
– Social identification
– Internalization
– Individual self-efficacy and collective efficacy
– Leader’s vision is congruent with existing follower values
and identities
– Task roles defined in ideological terms that appeal to
followers
– Crisis situation
Consequences of Charismatic Leadership
• Positive and Negative Charismatics

– Negative charismatics have a personalized
power orientation
– Positive charismatics have a socialized

power orientation

The Dark Side of Charisma
• Being in awe of the leader reduces good suggestions by
followers
• Desire to secure the leader’s acceptance inhibits
criticism by the followers
• Adoration by followers creates delusions of leader

infallibility
• Excessive confidence and optimism blind the leader to
real dangers
• Denial of problems and failures reduces organizational
learning
The Dark Side of Charisma cont’d…
• Risky, grandiose projects are more likely to fail
• Taking complete credit for successes alienates some
key followers
• Impulsive, nontraditional behavior creates enemies as
well as believers
• Dependence on the leader inhibits development of
competent successors
• Failure to develop successors creates an eventual

leadership crisis
Transformational Leadership Theory
– The theory was first explained in Barnard Burns’ book
on political leadership
– Transformational leadership appeals to the moral
values of followers, raise their consciousness and
mobilize their energies
– Leader influence the followers emotions, moral
values, ethics, standards, and long term goals
– On the contrary, transactional leadership motivates
followers by appealing to their self-interest and
exchanging benefits.
• Eg – votes for no new taxes, performance for promotion

Transformational Leadership (Cont.)
• Leaders’ Behaviors
– Transformational Behaviors
• Idealized influence
• Individualized consideration
• Inspirational motivation
• Intellectual stimulation
– Transactional Behaviors
• Contingent reward
• Active management by exception
• Passive management by exception
• Laizes fair
– Transformational Leadership
• Internalization
• Personal identification
– Transactional Leadership
• Instrumental compliance
– Dynamic, unstable environment that increases the need for
change
– Follower traits and values
– Some aspects of transformational leadership are relevant in
most, if not all, situations
– Leaders are encouraged to be flexible and innovative
• A transformational approach is capable of
creating a significant change in both individuals
and the wider organization by realigning
expectations, aspirations, perceptions and
values.
• It is heavily reliant on a leaders personality,
character, vision, challenge and example setting.
• Transformational leaders are focused on the
'greater good' rather than in their individual
'power base'.
Transactional Leadership
• Is more 'traditional' and managerial in nature.
• Followers 'obey' the leader in return for payment (the
transaction).
• The followers have little or no say in their rewards
except that which is determined by the leader.
• Punishment is considered as a priority corrective
measure if tasks are not carried out correctly
• Focus on short term tasks and goals and limited
opportunity for creativity, self development and
expression are severely.
• Four elements of transactional leadership.

Transactional Leadership cont’d…
• Contingent reward
– The tasks be done are clarified and rewards and incentives are
used in order to get things accomplished.
• Active management by exception
– Work is closely monitored and corrective measures are
employed to ensure accepted standards are met.
• Passive management by exception
– Performance that is deemed unacceptable or deviated
from standards is met with correction or punishment.
• Laissez-fair
– Hands-off approach to leadership with very minimal
interference from the leader

Pseudo Transformational Leadership
• Leaders who are transforming but, in a

negative way
• Exploitive, Self-consumed, power oriented,

with warped moral values
• Focuses on the leader’s own self-interest

than the interest of his followers
2.5. Servant Leadership
“ It is amazing what you can accomplish if you don’t care
who get the credit…” Hurry Truman
• Is both a philosophy and practice of leading
• First coined by Robert K. Greenleaf (1970) in “The
Servant as Leader” essay.
• In the essay, Greenleaf says:
‘The servant leader is servant first. It begins with the natural feeling
that one wants to serve, to serve first. Then conscious choice brings
one to aspire to lead. That person is sharply different from one who
is leader first. The leader first and the servant first are two extreme
types….”

Servant…. Cont’d
• “The difference manifests itself in the care taken by
servant first to make sure that other people’s highest
priority needs are being served”.
• Servant Leaders focus primarily on the growth and
wellbeing of the communities to which they belong.
• They consider:
– Do those served grow as persons,
– Do those being served become healthier, wiser, free,
more autonomous, and more likely themselves to
become servant, and
– What is the effect on the least privileged in the society.

• He places the good of those led over the self
interest of the leader, colleagues and the
organization
• It involves promoting valuing and
development of people.
• Challenges the traditional assumption that
the leader must also be the head of the group
-avoids elitism and accumulation and exercise of
power by the one “at the top of the pyramid”

• Shares power, puts the needs of others first
and helps people develop and perform as
highly as possible.
• Servant leadership is distinct from other
theories in the leader’s motivation – The core
belief that they are not better than those they
lead”
• Values and embraces grass root level
influence
• Entails building of community and practice of
authenticity
• Seeks excellence in management of organizational
culture of civility and community building
• Seeks to tap in to individual strength and collective
efficacy
• Is equivalent to African Ubuntu concept, which entails:
– The Essence of being humanity
– Embraces hospitality, caring about others and being
able to travel extra mile.
– Damage to one is damage to all

Characteristics of servant Leadership
Listening • Communication tool for demonstrating respect for others,
• Seeking to understand what ones body, sprit and mind are
communicating
• Involves getting in touch with ones own inner voice
Empathy • Understanding and sharing the feeling of others
• Employees are seen as needing appreciation and respect
• Personal development need is recognized
Healing • Problem solver of one self and others

• Manages conflict and fear free environment
• Treating those with broken spirit and suffering from a variety of
emotional upset
Awareness • Self and general others awareness
• Understands the effect of his/her behavior on others in terms of
issues of ethics and values

Servant leadership …
Persuasion • Convince not coerce- lead based on group consensus
through consistent persuasion
• Doesn't abuse position – does not just seek compliance
but, uses personal power instead of position power
Conceptualization • Can think outside the here and now- conceive solutions
to problems that do not currently exist
• Personal vision
• Broader based conceptual thinking
Stewardship • Organizations should be maintained for societal greater

good- concerned about organizations’ impact on and
relation with all of the society
• Leadership with feeling of responsibility

Servant… Cont’d
Commitment • Able to weld the team to grow taller than they would
to growth of otherwise be
people
• Demonstrated appreciation and encouragement of
others
• Everyone involved in decisions
• Personal, professional and spiritual growth
• Ensure succession planning
Community • Community building within & between the
building- organizations
• Shared vision
Foresight • Can see what could happen – understanding from
past lessons and likely consequences of decision for
the future

Advantages of Servant leadership
• It serves as a leadership that fosters diversity
– Builds on a philosophy of coexistence
• It generates affect-based trust, which in turn
increases employee productivity

Model of Servant Leadership
(NORTHOUSE,CHAPTER-10,225)
2.6. Authentic Leadership
• Authentic Leadership – focuses on whether leadership is
genuine.
• Interest in Authentic Leadership is increasing in recent times
due to social upheavals and people longing for trustworthy
leaders
• 4 qualities of authentic leadership (according to Craig &George):
1. Being true to yourself in the way you work
2. Being motivated not by your ego but by a bigger purpose
3. Making decisions not because you want to be liked or it will
help you 'get on' but because they fit your value system and
feel right
4. Concentrating on long term sustainability

Four Components of Authentic Leadership
• Self-awareness
– Reflecting on one’s core values, identity, emotions, motives
– Being aware of and trusting your own feelings
• Internalized moral perspective
– Self-regulatory process using internal moral standards to guide
behavior
• Balanced processing
– Ability to analyze informational objectively and explore other
people’s opinions before making a decision
- Relational transparency
– Being open and honest in presenting one’s true self to others
2.7. Leadership Styles
• Bureaucratic
• Autocratic
• Democratic/Participative
• Laissez Faire

Leadership Styles… cont’d
2.7.1. Autocratic
These leaders exhibit the following characteristics:
• As a leader, they believe that they have total authority and
control
• Their focus is on goal completion
• They adopt a dictatorial approach when allocating tasks
• They show little concern for the opinion of their team, even if
these would be beneficial
• They think of themselves as being the sole decision makers
• The perceived benefit of this style of leadership is that decisions
are made quickly and work is done efficiently.
• This type of leadership is most often seen in: Military ,
Manufacturing , and Construction areas.
Autocratic cont’d…
2.7.2. Bureaucratic
These leaders exhibit the following characteristics:
• They follow rules and procedures without any deviation
• If they are unsure of what to do they refer-up the chain' of
command
• They act as an enforcer rather than leader
• The bureaucratic leader works well in situations such as:
• For works involving high levels of health and safety concerns
e.g. high toxicity or machinery
• This style of leadership does not work in organizations that
require staff to be creative, innovative or flexible.
• They are often promoted to leadership position because of rule
following rather than qualifications or expertise and this can produce a
culture of resentment among ohers.
2.7.3. Democratic
• Democratic leaders are open in nature and want to get the
opinions of everyone.
• This free information sharing ensures the teams talents and skills
are all utilized rather than expecting conformity.
• The end decision however still sits with them.
• These leaders exhibit the following characteristics:
• Team members are included in decision making
• Team involvement results in high productivity
• These teams have highly developed people skills

Democratic cont’d…
• Due to the inclusive nature of these leaders, decisions
can be delayed as everyone's thoughts are sought
(including those who may not have the skill and
knowledge to provide high quality input)
• They are highly suited to teams that need to work

together and where the need for quality- outweighs
the need for high levels of productivity
• They make their staff feel empowered

2.7.4. Laissez Faire
• This style can be viewed as 'non-leadership‘. The

leader can be seen either as allowing people to work
independently, or may be unable to control them.
• These leaders exhibit the following characteristics:

• The team is given complete control over their
work and deadlines. i.e., they set their own goals,
work, methodology and pace
• Roles and expectations are poorly defined

• Leader gives little or no guidance to the team -
hands off approach
• The leader doesn't get involved with people other
than providing resources and advise if required.
• This style of leadership works with highly
motivated, skilled 'starter - finisher' staff, where
autonomy increases motivation, productivity and
job satisfaction.
• It does not work well with staff who are poor at self
motivation or who don't have the skills, knowledge
or motivation to work independently.

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Slide Note for the Course:

Leadership and Change Management

– The first major systematic attempt to study leadership in

– The theories were called “great man” theories- because they

– Focused heavily on personality characteristics.

• Intelligence – Intellectual ability including verbal,

• These models look at leaders most effective

2.2.2. Michigan Leadership Studies

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

This classification is based on Concern for people and production

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

b. Country club (accommodating) - high concern for people/low concern

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

• Consult with people on decisions affecting them

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Key Situational Variables of Leadership

– Characteristics of the Followers

– Characteristics of the Situation

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

• Tense 12345678 Relaxed

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Task High Low High Low

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

5. The extent to which the decision is unstructured and

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

• Positive and Negative Charismatics

– Positive charismatics have a socialized

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

• Adoration by followers creates delusions of leader

• Failure to develop successors creates an eventual

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

• Leaders who are transforming but, in a

• Exploitive, Self-consumed, power oriented,

• Focuses on the leader’s own self-interest

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Healing • Problem solver of one self and others

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Stewardship • Organizations should be maintained for societal greater

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt

Leadership Slide Note– prepared by Jemal M (PhD), AAU- Mgt Deprt