Chapter 12

Leadership
Leadership Theories
• Trait Theories
• Behavioral Theories
• Contingency Theories
• Contemporary Theories
of Leadership
Trait & Behavioral Theories
• Trait theories of leadership
focus on personal qualities and
characteristics.
• The trait approach does have
something to offer.
• Good leaders:
– Like being around people.
– Are able to assert themselves
(extraverted).
– Are disciplined and able to
keep commitments they make
(conscientious).
– Are creative and flexible
(open).
• Behavioral theories of leadership imply
we can train people to be leaders.
• 2 behaviors that account for most
leadership behavior:
– Initiating structure – the extent to
which a leader is likely to define and
structure his role and those of
employees in the search for goal
attainment.
– Consideration – the extent to which a
person’s job relationships are
characterized by mutual trust, respect
for employees’ ideas, and regard for
their feelings.
Contingency Theories

1. The Fiedler Model

2. Situational Leardership Theory
3. Path-Goal Theory
4. Leader-Participation Model
 1. The Fiedler Model
• The Fiedler contingency
model
– A key factor in leadership
success is the individual’s
leadership style.
• Least preferred co-
worker (LPC)
questionnaire.
 Task or relationship
oriented.
 Assumes
leadership style is
fixed
 practical application
problematic
 2. Situational Leardership Theory
• The theory focuses on Followers’ Maturity:

– M1: Unable and unwilling to take responsibility - Clear directions by leader

– M2: Unable but willing to do the necessary job tasks - high task orientation leadership
– M3: People are able but unwilling to do what the leader wants - Supportive leadership
– M4: People are both able and willing to do what is asked of them - Leader doesn’t do much

M3 M4
Ability

M1 M2

Maturity
3. Path-Goal Theory
• Path-goal theory, developed by
Robert House:
– One of the most respected
approaches to leadership

– Derived from belief that

effective leaders clarify the
path to help followers
achieve work goals.
4. Leader-Participation Model
• Vroom & Yetton’s leader-participation model relates leadership behavior
and participation in decision making.

– Leader behavior must adjust to reflect the task structure

Contemporary Theories

1. Leader-Member Exchange (LMX) Theory

2. Charismatic Leadership
3. Transactional Leadership
4. Transformative Leadership
 1. Leader-Member Exchange (LMX) Theory

• Leaders select certain followers to be “in” (favorites) based on competence and/or

compatibility and similarity to leader
• “Exchanges” with these “in” followers will be of higher quality than with those who are “out”
• Result: “In” subordinates will have higher performance ratings, less turnover, and greater job
satisfaction.
2. Charismatic Leadership video
2. Charismatic Leadership (contd.)
 3. Transactional Leadership
Leaders who guide or motivate their followers in
the direction of established goals by clarifying role
and task requirements

CHARACTERISTICS
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: Gives up responsibilities, avoids
making decisions
 4. Transformational Leadership
Leaders who provide the four “I’s” (individualized
consideration, inspirational motivation, idealized
influence, and intellectual stimulation)

CHARACTERISTICS
Idealized Influence: 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
Emerging Approaches of Leadership
I. Coaching

• Prepares, guides and directs subordinates

• For Coaching, managers need to
– Improve their interaction style
– Deal more effectively with change
– Develop their listening and speaking skills
II. Self Leadership

• Leading oneself to perform naturally motivating tasks

• Managing oneself to do work that is required but not

naturally rewarding

• Requires employees to have self observation, self set

goals, management of cues, self reward and self criticism
III. Authentic Leadership
• Authentic leadership is an approach to leadership that
emphasizes building the leader's legitimacy through
honest relationships with followers which value their input
and are built on an ethical foundation.
Generally, authentic leaders are positive people with
truthful self-concepts who promote openness.

• Martin Luther – fought violence through non-violence

IV. Abusive supervision
V. Positive leadership
• a proprietary leadership strategy which helps
organizations and leaders (at all levels within the
organization) excel under pressure. Positive Leadership
aligns closely with business strategy to drive higher levels
of performance across an organization.

• Jacinda Ardern, President NZ

VI. Servant leadership
• a leadership philosophy in which the main goal of
the leader is to serve. This is different from
traditional leadership where the leader's main focus is the
thriving of their company or organizations.

• Corona helpers / warriors