Leadership I

Agenda
Define leadership
Classical leadership theories

Trait / Behavioral / Contingency

Modern leadership theories

LMX / Transformational leadership / Authentic leadership

Case study & movie study

What is leadership?
Is leader born or trained? BOTH.
What is leadership?
Leadership is dened as the ability to inuence a group toward the
achievement of a vision or a set of goals.

Why study leadership?

Good leadership enhances follower moBvaBon to pursue and
achieve shared goals.

Managers Leaders
The primary funcBon of a LEADER is to create the essenBal
purpose or mission of the organizaBon and the strategy for
aIaining it
The job of the MANAGER is to implement that vision. He or
she is responsible for achieving that end, taking the steps
necessary to make the leaders vision a reality
Management is to do the thing right; Leadership is to do the
right thing.
The manager asks how and when; the leader asks what and
why.

Studying Leadership
Personality
Behavior

Personality
Behavior

RelaBonship
THE LEADER

THE FOLLOWER

THE SITUATION

OrganizaBonal culture, goals, the job itself, followers situaBon.

Theoretical Approaches
The trait approach leadership is inherent.
How are leaders dierent from non-leaders?

The behavioral approach leadership exists primarily in the

acBons of the leader.
What types of leadership behaviors are eecBve?

The con9ngency approach eecBve leadership depends on

specic features of the leaders situaBon.
What behaviors or traits are eecBve in which situaBons?

HR Implications of Theories
The trait approach Leadership test; SelecBon
The behavioral approach Leadership training program;

training
The con9ngency approach Placement

The Trait Approach

Searching for universal traits

Great Person Theory

The approach that recognizes that
great leaders possess key traits that
set them apart from most others,
traits that remain stable over 9me
and across dierent groups

Leadership Characteristics
The earlier approach was not successful. Numerous traits

have been idenBed.

A breakthrough came with the development of Big Five

personality and EmoBonal Intelligence.

Big 5 & Leadership

Extraversion (sociable & moderately asserBve) more strongly
related to leader emergency than to leader eecBveness
ConscienBousness (disciplined and commiIed) posiBvely
related to leadership
Openness to experience (creaBve and exible) posiBvely
related to leadership
Curvilinear relaBonship between asserBveness and leaders
eecBveness.

EI and Leadership
More research is needed in this area.
Some iniBal evidence suggested that the empathy component
of EI was related to leadership eecBveness.
EmpatheBc leaders can sense others needs, read reacBons of
others, and listen to what followers say (and dont say).
For those who are interested, read the HBR piece What
makes a leader? by Daniel Goleman. This is available under
the leadership I module.

Universal Behavioral Theories

Locate behavioral characterisBcs of leaders that appear
related to measures of performance eecBveness
University of Michigan Studies
Ohio State Studies

Employee-oriented /
Considera9on
emphasize interpersonal
relaBons, trust, respect

Produc9on-oriented /
Ini9a9ng structure
emphasize the technical
or task aspects of the job,
goal aIainment

Universal Behavioral Theories

Key Findings
Employee-orienta=on/ Considera=on
Followers were more saBsed with their jobs, were more
moBvated, and had more respect and trust for their leader.

Produc=on-oriented & Ini=a=ng structure

Was related to higher levels of group and org. producBvity

Contingency Theories
Its simply not meaningful to speak of an eecBve leader or
of an ineecBve leader. We can only speak of a leader who
tends to be eecBve in one situaBon and ineecBve in
another. Fiedler
Matching the leaders behaviors to the situa=on.

Situational Leadership Theory

(SLT)
SituaBonal Leadership Theory Proper match between leaders
behaviors and followers readiness
Choosing the right leadership style for the right people.

SLT
Leader should select dierent leadership styles to use in
dierent situaBons.
Understand your dominant & supporBve leadership style
Leader EecBveness & Adaptability DescripBon (LEAD);
Understand the situaBon the readiness and mature level of
subordinates;
Match the leadership style to the situaBon

Leadership Style in SLT

Task focused behavior - the extent to which a leader engages
in one-way communica9on by explaining what each follower
is to do, as well as when, where, and how tasks are to be
accomplished.
Rela9onship focused behavior - the extent to which a leader
engages in two-way communica9on by providing socio-
emoBonal support, "psychological strokes", and facilitaBng
behaviors.

Leadership Style in SLT

RelaBonship Behavior

High

Par9cipa9ng

Coaching

DelegaBng

Telling

Low
Low

Task Behavior

High

Leader Behaviors in SLT

Telling (S1) Leaders tell their people exactly what to do, and
how to do it.
Coaching (S2) Leaders sBll provide informaBon and
direcBon, but theres more communicaBon and socio-
emoBonal support to have followers buy into the decision.
Par9cipa9ng (S3) Leaders focus more on the relaBonship
and less on direcBon. The leader works with the team, and
shares decision-making responsibiliBes.
Delega9ng (S4) Leaders pass most of the responsibility onto
the follower or group. The leaders sBll monitor progress, but
they're less involved in decisions.

Subordinates Situation
Subordinates dier in maturity level and readiness
M1 Unable and unwilling to take on responsibiliBes (very
immature)
M2 Unable but willing (moderately immature)
M3 Able but unwilling (moderately mature)
M4 Able and willing to do the job asked (very mature)

RelaBonship Behavior

High

Participating

Coaching

Delegating

Telling

M3

M4
Low
Low

Task Behavior

M2

M1

High

M1 - Unable and unwilling to take on responsibiliBes

M2 - Unable but willing
M3 Able but unwilling
M4 Able and willing to do the job asked

French & Ravens Bases of

Power
Power: The capacity that A has to inuence the behavior of B,
so that B acts in accordance with As wishes
Formal Power
Coercive power
Depends on fear for negaBve results afer a failure to comply, the
one who has ability to punish has the power

Reward power
Compliance because of expected rewards, the one who can
distribute rewards has the power

LegiBmate power
Formal authority to have power based on ones formal
organizaBonal role/posiBon

French & Ravens Bases of

Power
Personal Power
Referent power
Power based on liking, the powerful can inuence the other
because the other likes the powerful

Expert power
Power is based on a persons knowledge or experBse in a certain
relevant and important domain

InformaBonal power (newer)

Power based on ability to use informaBon, provide arguments,
persuasion, manipulaBon of the access to relevant informaBon

(For more on power see chapter 13)

Power tactics
Increasing ones legiBmacy (invoking your authority posiBon)
RaBonal persuasion (providing arguments)
InspiraBonal appeals (developing emoBonal commitment by
appealing to values, needs, hopes, etc.)
ConsultaBon (Gaining support by involving target in decision
making)
Exchange (use rewards)
Personal appeals (invoking friendship or loyalty)
IngraBaBon (using aIery, praise, friendliness)
Pressure (using warnings, demands, threats)
CoaliBons (enlisBng support of others)

Summary
The original search for a set of universal leadership traits failed.
However, recent eorts using the Big Five framework show
strong and consistent relaBonships.
The behavioral approach narrows leadership into task-oriented
and people-oriented styles. But no one styles was found to be
eecBve in all situaBons.
ConBngency theory promotes our understanding of leadership
by introducing the situaBonal inuence.