Lecture 3: Leadership

• Leadership defined
• Traditional Theories
– Traits
– Behavioral
• Three New Theories
– LMX
– FRLM
– Situational Leadership
• Cross-cultural Leadership

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Full Range of Leadership
Model
 Transformational Leadership Factors:
Four Factors (Is)

• Idealized Influence
– Acting as strong role models
– High standards of moral and ethical conduct
– Making others want to follow the leader’s vision
• Inspirational Motivation
– Communicating high expectations
– Inspiring followers to commitment and engagement in shared vision
– Using symbols & emotional appeals to focus group members to
achieve more than self-interest

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
 Transformational Leadership
Four Factors (Is)

• Intellectual Stimulation
– Stimulating followers to be creative and innovative
– Challenging their own beliefs and valuing those of leader and organization
– Supporting followers to
– Try new approaches
– Develop innovative ways of dealing with organization issues
• Individualized Consideration
– Listening carefully to the needs of followers
– Acting as coaches to assist followers in becoming fully actualized
– Helping followers grow through personal challenges
– Ex. Showing optimism helps employees become more engaged in their work
(Tims et al., 2011)

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
 Transformational Leadership
Strengths

• Broadly researched. Widely researched,

• Intuitive appeal. It makes sense to people.
• Process focused Leadership as a process between followers and
leaders.
• Expansive view. Provides a broader view emcompassing other models
• Emphasizes followers. Emphasizes followers’ needs, values, and morals.
• Effectiveness. Evidence to supports it is an effective model.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
 Transformational Leadership Criticisms

• Lacks conceptual clarity

– Dimensions are not clearly delimited
– Overlaps with other similar conceptualizations of leadership

• Measurement questioned
– Validity of MLQ not fully established
– Some transformational factors are not unique solely to the model

• Treats leadership more as a personality trait than a behavior that can be

taught

• No causal link between transformational leaders and changes in followers

• Thought to be elitist and antidemocratic

• Suffers from heroic leadership bias
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
 Situational Leadership
(Hersey & Blanchard)

 Situational Approach Perspective

 Leadership Styles

 Developmental Levels

 How Does the Situational Approach Work?

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 Situational Leadership
Strengths

• Marketplace approval. Situational Leadership® is perceived as providing a

credible model for training employees to become effective leaders.

• Practicality. Situational Leadership® is a straightforward approach that is

easily understood and applied in a variety of settings.

• Prescriptive value. Situational Leadership® clearly outlines what you

should and should not do in various settings.

• Leader flexibility. Situational Leadership® stresses that effective leaders

are those who can change their styles based on task requirements and
subordinate needs.

• Differential treatment. Situational Leadership® is based on the premise

that leaders need to treat each subordinate according to his/her unique needs. 10
 Situational Leadership
Criticisms

• Does not account for how particular demographics

influence the leader-subordinate prescriptions of the model

• Fails to adequately address the issue of one-to-one versus

group leadership in an organizational setting

• Empirical testing declined after it became very popular

• Questionnaires are biased in favor of Situational

Leadership®.

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 Three Leadership Theories
(summary)

• LMX (Graen)
– – Leader – follower interaction
– Ingroups and outgroups
• FRLM (Bass & Avolio)
– Transformational/ transactional
– Passive / mgt by exception: pos neg behaviors
• Situational Leadership (Hersey Blanchard)
– Leader style / behavors fits the progress of follower

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 Cross-Cultural Leadership Studies

• Global leadership & organizational

behavior effectiveness (GLOBE)
– Large-scale cross-cultural study of
leadership by 170 social scientists &
management researchers in over 60
countries

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