Meaning of Job satisfaction

Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term
since in previous centuries the jobs available to a particular person were often predetermined by the
occupation of that person's parent. There are a variety of factors that can influence a person's level of
job satisfaction; some of these factors include the level of pay and benefits, the perceived fairness of the
promotion system within a company, the quality of the working conditions, leadership and social
relationships, and the job itself (the variety of tasks involved, the interest and challenge the job
generates, and the clarity of the job description/requirements). The happier people are within their job,
the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is
clearly linked. Job design aims to enhance job satisfaction and performance, methods include job
rotation, job enlargement and job enrichment. Other influences on satisfaction include the management
style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction
is a very important attribute which is frequently measured by organisations. The most common way of
measurement is the use of rating scales where employees report their reactions to their jobs. Questions
relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself
and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5
scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").

http://en.wikipedia.org/wiki/Job_satisfa


Concepts of Leadership
I used to think that running an organization was equivalent to conducting a symphony orchestra.
But I don't think that's quite it; it's more like jazz. There is more improvisation. Warren
Bennis
Good leaders are made not born. If you have the desire and willpower, you can become an
effective leader. Good leaders develop through a never ending process of self-study, education,
training, and experience (Jago, 1982). This guide will help you through that process.
To inspire your workers into higher levels of teamwork, there are certain things you must be,
know, and, do. These do not come naturally, but are acquired through continual work and study.
Good leaders are continually working and studying to improve their leadership skills; they are
NOT resting on their laurels.
Definitions of Leadership
The meaning of a message is the change which it produces in the image. Kenneth Boulding
in The Image: Knowledge in Life and Society
Leadership is a process by which a person influences others to accomplish an objective and
directs the organization in a way that makes it more cohesive and coherent.
Another popular definition of Leadership is a process whereby an individual influences a group
of individuals to achieve a common goal (Northouse's (2007, p3).
The U.S. military has studied leadership in depth. One of their definitions is a process by which a
soldier influences others to accomplish a mission (U.S. Army, 1983).
Note that all three definitions have one process in common a person influences others to get
something accomplished
Leaders carry out this process by applying their leadership knowledge and skills. This is called
Process Leadership (Jago, 1982). However, we know that we have traits that can influence our
actions. This is called Trait Leadership (Jago, 1982), in that it was once common to believe that
leaders were born rather than made. These two leadership types are shown in the chart below
(Northouse, 2007, p5):

While leadership is learned, the skills and knowledge processed by the leader can be influenced
by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and
skills contribute directly to the process of leadership, while the other attributes give the leader
certain characteristics that make him or her unique.
Skills, knowledge, and attributes make the Leader, which is one of the:
Factors of Leadership
There are four primary factors of leadership (U.S. Army, 1983):

Leader
You must have an honest understanding of who you are, what you know, and what you can do.
Also, note that it is the followers, not the leader or someone else who determines if the leader is
successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To
be successful you have to convince your followers, not yourself or your superiors, that you are
worthy of being followed.
Followers
Different people require different styles of leadership. For example, a new hire requires more
supervision than an experienced employee does. A person who lacks motivation requires a
different approach than one with a high degree of motivation. You must know your people! The
fundamental starting point is having a good understanding of human nature, such as needs,
emotions, and motivation. You must come to know your employees' be, know, and do attributes.
Communication
You lead through two-way communication. Much of it is nonverbal. For instance, when you set
the example, that communicates to your people that you would not ask them to perform
anything that you would not be willing to do. What and how you communicate either builds or
harms the relationship between you and your employees.
Situation
All situations are different. What you do in one situation will not always work in another. You
must use your judgment to decide the best course of action and the leadership style needed for
each situation. For example, you may need to confront an employee for inappropriate behavior,
but if the confrontation is too late or too early, too harsh or too weak, then the results may prove
ineffective.
Also note that the situation normally has a greater effect on a leader's action than his or her traits.
This is because while traits may have an impressive stability over a period of time, they have
little consistency across situations (Mischel, 1968). This is why a number of leadership scholars
think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership.
Various forces will affect these four factors. Examples of forces are:
your relationship with your seniors
the skill of your followers
the informal leaders within your organization
how your organization is organized
Bass' Theory of Leadership
Bass' theory of leadership states that there are three basic ways to explain how people become
leaders (Stogdill, 1989; Bass, 1990). The first two explain the leadership development for a small
number of people, while the third one is the dominant theory today. These theories are:
Some personality traits may lead people naturally into leadership roles. This is the Trait
Theory.
A crisis or important event may cause a person to rise to the occasion, which brings out
extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
People can choose to become leaders. People can learn leadership skills. This is the
Transformational or Process Leadership Theory. It is the most widely accepted theory
today and the premise on which this leadership guide is based.
Management verses Leadership
While management and leadership have a great deal in common, such as working with people
and accomplishing the goals of the organization, they do differ in their primary functions (Kotter,
1990):
Management's main function is to produce order and consistency through processes, such as
planning, budgeting, organizing, staffing, and problem solving.
While leadership's main function is to produce movement and constructive or adaptive change
through processes, such as establishing direction through visioning, aligning people, motivating,
and inspiring.
For more information on the differences between management and leadership see the next
chapter: The Four Pillars: Leadership, Management, Command, and Control
Boss or Leader?
Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish
certain tasks and objectives in the organization (called Assigned Leadership), this power does not
make you a leader, it simply makes you a boss. Leadership differs in that it makes the followers
want to achieve high goals (called Emergent Leadership), rather than simply ordering people
around (Rowe, 2007). Thus you get Assigned Leadership by your position and you display
Emergent Leadership by influencing people to do great things.

Total Leadership
What makes a person want to follow a leader? People want to be guided by leaders they respect
and who have a clear sense of direction. To gain respect, they must be ethical. A sense of
direction is achieved by conveying a strong vision of the future.
When people are deciding if they respect you as a leader, they do not think about your attributes,
rather, they observe what you do so that they can know who you really are. They use this
observation to tell if you are an honorable and trusted leader or a self-serving person who
misuses authority to look good and get promoted.
On the other hand, self-serving leaders are not as effective because their employees only obey
them, not follow them. They succeed in many areas because they present a good image to their
seniors at the expense of their workers.
Good leadership is honorable character and selfless service to your organization. In your
employees' eyes, your leadership is everything you do that effects the organization's objectives
and their well-being.
The Two Most Important Keys to Effective Leadership
According to a study by the Hay Group, a global management consultancy, there are 75 key
components of employee satisfaction (Lamb, McKee, 2004). They found that:
Trust and confidence in top leadership was the single most reliable predictor of employee
satisfaction in an organization.
Effective communication by leadership in three critical areas was the key to winning
organizational trust and confidence:
1. Helping employees understand the company's overall business strategy.
2. Helping employees understand how they contribute to achieving key business
objectives.
3. Sharing information with employees on both how the company is doing and how
an employee's own division is doing.
So in a nutshell you must be trustworthy and you have to be able to communicate a vision
of where the organization needs to go. The next section, Principles of Leadership, ties in closely
with this key concept.
Principles of Leadership
To help you be, know, and do, follow these eleven principles of leadership (U.S. Army, 1983).
The rest of the chapters in this Leadership guide expand on these principles and provide tools for
implementing them:
1. Know yourself and seek self-improvement - In order to know yourself, you have to
understand your be, know, and do, attributes. Seeking self-improvement means
continually strengthening your attributes. This can be accomplished through self-study,
formal classes, reflection, and interacting with others.
2. Be technically proficient - As a leader, you must know your job and have a solid
familiarity with your employees' tasks.
3. Seek responsibility and take responsibility for your actions - Search for ways to guide
your organization to new heights. And when things go wrong, as they often tend to do
sooner or later do not blame others. Analyze the situation, take corrective action, and
move on to the next challenge.
4. Make sound and timely decisions - Use good problem solving, decision making, and
planning tools.
5. Set the example - Be a good role model for your employees. They must not only hear
what they are expected to do, but also see. We must become the change we want to see -
Mahatma Gandhi
6. Know your people and look out for their well-being - Know human nature and the
importance of sincerely caring for your workers.
7. Keep your workers informed - Know how to communicate with not only them, but also
seniors and other key people.
8. Develop a sense of responsibility in your workers - Help to develop good character
traits that will help them carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished - Communication is
the key to this responsibility.
10. Train as a team - Although many so called leaders call their organization, department,
section, etc. a team; they are not really teams... they are just a group of people doing their
jobs.
11. Use the full capabilities of your organization - By developing a team spirit, you will be
able to employ your organization, department, section, etc. to its fullest capabilities.
Attributes of Leadership:BE, KNOW, and DO
Respected leaders concentrate on Be, Know, and Do (U.S. Army, 1983):
what they are [be] (such as beliefs and character)
what they know (such as job, tasks, and human nature)
what they do (such as implementing, motivating, and providing direction).
BE a professional. Examples: Be loyal to the organization, perform selfless service, take
personal responsibility.
BE a professional who possess good character traits. Examples: honesty, competence, candor,
commitment, integrity, courage, straightforwardness, imagination.
KNOW the four factors of leadership follower, leader, communication, situation.
KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.
KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.
KNOW your job. Examples: be proficient and be able to train others in their tasks.
KNOW your organization. Examples: where to go for help, its climate and culture, who the
unofficial leaders are.
DO provide direction. Examples: goal setting, problem solving, decision making, planning.
DO implement. Examples: communicating, coordinating, supervising, evaluating.
DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach,
counsel.
Environment
Every organization has a particular work environment, which dictates to a considerable degree
how its leaders respond to problems and opportunities. This is brought about by its heritage of
past leaders and its present leaders.
Goals, Values, and Concepts
Leaders exert influence on the environment via three types of actions:
1. The goals and performance standards they establish.
2. The values they establish for the organization.
3. The business and people concepts they establish.
Successful organizations have leaders who set high standards and goals across the entire
spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity,
quality, and reliability.
Values reflect the concern the organization has for its employees, customers, investors, vendors,
and surrounding community. These values define the manner in how business will be conducted.
Concepts define what products or services the organization will offer and the methods and
processes for conducting business.
These goals, values, and concepts make up the organization's personality or how the organization
is observed by both outsiders and insiders. This personality defines the roles, relationships,
rewards, and rites that take place.
Roles and Relationships
Roles are the positions that are defined by a set of expectations about behavior of any job
incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out.
Roles have a powerful effect on behavior for several reasons, to include money being paid for
the performance of the role, there is prestige attached to a role, and a sense of accomplishment or
challenge.
Relationships are determined by a role's tasks. While some tasks are performed alone, most are
carried out in relationship with others. The tasks will determine who the role-holder is required
to interact with, how often, and towards what end. Normally the greater the interaction, the
greater the liking. This in turn leads to more frequent interactions. In human behavior, its hard to
like someone whom we have no contact with, and we tend to seek out those we like. People tend
to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviors
that are associated with a role are brought about by these relationships. That is, new task and
behaviors are expected of the present role-holder because a strong relationship was developed in
the past, either by that role-holder or a prior role-holder.
Culture and Climate
There are two distinct forces that dictate how to act within an organization: culture and climate.
Each organization has its own distinctive culture. It is a combination of the founders, past
leadership, current leadership, crises, events, history, and size (Newstrom, Davis, 1993). This
results in rites: the routines, rituals, and the way we do things. These rites impact individual
behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior
for each circumstance.
The climate is the feel of the organization, the individual and shared perceptions and attitudes of
the organization's members (Ivancevich, Konopaske, Matteson, 2007). While the culture is the
deeply rooted nature of the organization that is a result of long-held formal and informal systems,
rules, traditions, and customs; climate is a short-term phenomenon created by the current
leadership. Climate represents the beliefs about the feel of the organization by its members.
This individual perception of the feel of the organization comes from what the people believe
about the activities that occur in the organization. These activities influence both individual and
team motivation and satisfaction, such as:
How well does the leader clarify the priorities and goals of the organization? What is
expected of us?
What is the system of recognition, rewards, and punishments in the organization?
How competent are the leaders?
Are leaders free to make decisions?
What will happen if I make a mistake?
Organizational climate is directly related to the leadership and management style of the leader,
based on the values, attributes, skills, and actions, as well as the priorities of the leader. Compare
this to ethical climate the feel of the organization about the activities that have ethical
content or those aspects of the work environment that constitute ethical behavior. The ethical
climate is the feel about whether we do things right; or the feel of whether we behave the way we
ought to behave. The behavior (character) of the leader is the most important factor that
influences the climate.
On the other hand, culture is a long-term, complex phenomenon. Culture represents the shared
expectations and self-image of the organization. The mature values that create tradition or the
way we do things here. Things are done differently in every organization. The collective vision
and common folklore that define the institution are a reflection of culture. Individual leaders
cannot easily create or change culture because culture is a part of the organization. Culture
influences the characteristics of the climate by its effect on the actions and thought processes of
the leader. But, everything you do as a leader will affect the climate of the organization.
For information on culture, see Long-Term Short-Term Orientation
The Process of Great Leadership
The road to great leadership (Kouzes & Posner, 1987) that is common to successful leaders:
Challenge the process - First, find a process that you believe needs to be improved the
most.
Inspire a shared vision - Next, share your vision in words that can be understood by
your followers.
Enable others to act - Give them the tools and methods to solve the problem.
Model the way - When the process gets tough, get your hands dirty. A boss tells others
what to do; a leader shows that it can be done.
Encourage the heart - Share the glory with your followers' hearts, while keeping the
pains within your own.
Next Steps
Go to the next chapter: Leading
Return to the main Leadership Site
Perform a Leadership Activity:
Leadership Self-Assessment Survey (short version)
Leadership Self-Assessment Survey (long version)
Culture and Climate
References
Bass, Bernard (1990). From transactional to transformational leadership: learning to share the
vision. Organizational Dynamics, 18, (3), Winter, 1990, 19-31.
Ivancevich, J., Konopaske, R., Matteson, M. (2007). Organizational Behavior and Management.
New York: McGraw-Hill Irwin.
Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science, 28(3),
315-336.
Kotter, J. P. (1990). A Force for Change: How Leadership Differs From Management. New
York: Free Press.
Kouzes, J. M. & Posner, B. Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass.
Lamb, L. F., McKee, K. B. (2004). Applied Public Relations: Cases in Stakeholder Management.
Mahwah, New Jersey: Lawrence Erlbaum Associates. Routledge.
Mischel, W. 1968. Personality and Assessment . New York: Wiley.
Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York:
McGraw-Hill.
Northouse, G. (2007). Leadership theory and practice. (3rd ed.) Thousand Oaks, CA: Sage
Publications.
Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications.
Stogdill, R. M.(1989). Stogdill's Handbook of Leadership: A Survey of Theory and Research.
Bass, B. (ed.) New York: Free Press.
U.S. Army. (1983). Military Leadership. Field Manual 22-100. Washington, DC: U.S.
Government Printing Office.
- See more at: http://www.nwlink.com/~donclark/leader/leadcon.html#sthash.cCl9LivS.dpuf
Concepts of Leadership

Leadership is a process by which a person influences others to accomplish an objective and
directs the organization in a way that makes it more cohesive and coherent. Program directors
and managers can use this resource to inspire staff to higher levels of teamwork. This article
defines concepts of leadership in terms of what a leader must be, know, and do.
Reprinted with permission from Donald Clark.

Good leaders are made not born. If you have the desire and willpower, you can become an
effective leader. Good leaders develop through a never ending process of self-study, education,
training, and experience. This guide will help you through that process.
To inspire your workers into higher levels of teamwork, there are certain things you must be,
know, and do. These do not come naturally, but are acquired through continual work and study.
Good leaders are continually working and studying to improve their leadership skills; they are
NOT resting on their laurels.
Before we get started, let's define leadership. Leadership is a process by which a person
influences others to accomplish an objective and directs the organization in a way that makes it
more cohesive and coherent. Leaders carry out this process by applying their leadership
attributes, such as beliefs, values, ethics, character, knowledge, and skills. Although your
position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks
and objectives in the organization, this power does not make you a leader...it simply makes you
the boss. Leadership differs in that it makes the followers want to achieve high goals, rather
than simply bossing people around.
Bass' (1989 & 1990) theory of leadership states that there are three basic ways to explain how
people become leaders. The first two explain the leadership development for a small number of
people. These theories are:
Some personality traits may lead people naturally into leadership roles. This is the Trait
Theory.
A crisis or important event may cause a person to rise to the occasion, which brings out
extraordinary leadership qualities in an ordinary person. This is the Great Events
Theory.
People can choose to become leaders. People can learn leadership skills. This is the
Transformational Leadership Theory. It is the most widely accepted theory today and
the premise on which this guide is based.
When a person is deciding if she respects you as a leader, she does not think about your
attributes, rather, she observes what you do so that she can know who you really are. She uses
this observation to tell if you are an honorable and trusted leader or a self-serving person who
misuses authority to look good and get promoted. Self-serving leaders are not as effective
because their employees only obey them, not follow them. They succeed in many areas because
they present a good image to their seniors at the expense of their workers.
The basis of good leadership is honorable character and selfless service to your organization. In
your employees' eyes, your leadership is everything you do that effects the organization's
objectives and their well-being. Respected leaders concentrate on what they are [be] (such as
beliefs and character), what they know (such as job, tasks, and human nature), and what they do
(such as implementing, motivating, and providing direction).
What makes a person want to follow a leader? People want to be guided by those they respect
and who have a clear sense of direction. To gain respect, they must be ethical. A sense of
direction is achieved by conveying a strong vision of the future.
The Two Most Important Keys to Effective Leadership
A Hay's study examined over 75 key components of employee satisfaction. They found that:
Trust and confidence in top leadership was the single most reliable predictor of
employee satisfaction in an organization.
Effective communication by leadership in three critical areas was the key to winning
organizational trust and confidence:
1. Helping employees understand the company's overall business strategy.
2. Helping employees understand how they contribute to achieving key business
objectives.
3. Sharing information with employees on both how the company is doing and how
an employee's own division is doing -- relative to strategic business objectives.
So in a nutshell -- you must be trustworthy and you have to be able to communicate a vision of
where the organization needs to go. The next section, "Principles of Leadership", ties in closely
with this key concept.

Principles of Leadership
To help you be, know, and do; (U.S. Army, 1973) follow these eleven principles of leadership
(later chapters in this guide expand on these and provide tools for implementing them):
1. Know yourself and seek self-improvement - In order to know yourself, you have to
understand your own be, know, and do, attributes. Seeking self-improvement means
continually strengthening your attributes. This can be accomplished through self-study,
formal classes, reflection, and interacting with others.
2. Be technically proficient - As a leader, you must know your job and have a solid
familiarity with your employees' tasks.
3. Seek responsibility and take responsibility for your actions - Search for ways to
guide your organization to new heights. And when things go wrong, they always do
sooner or later -- do not blame others. Analyze the situation, take corrective action, and
move on to the next challenge.
4. Make sound and timely decisions - Use good problem solving, decision making, and
planning tools.
5. Set the example - Be a good role model for your employees. They must not only hear
what they are expected to do, but also see. We must become the change we want to see -
Mahatma Gandhi
6. Know your people and look out for their well-being - Know human nature and the
importance of sincerely caring for your workers.
7. Keep your workers informed - Know how to communicate with not only them, but
also seniors and other key people.
8. Develop a sense of responsibility in your workers - Help to develop good character
traits that will help them carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished - Communication is
the key to this responsibility.
10. Train as a team - Although many so called leaders call their organization, department,
section, etc. a team; they are not really teams...they are just a group of people doing their
jobs.
11. Use the full capabilities of your organization - By developing a team spirit, you will
be able to employ your organization, department, section, etc. to its fullest capabilities.

Factors of leadership
There are four major factors in leadership:

Follower
Different people require different styles of leadership. For example, a new hire requires more
supervision than an experienced employee. A person who lacks motivation requires a different
approach than one with a high degree of motivation. You must know your people! The
fundamental starting point is having a good understanding of human nature, such as needs,
emotions, and motivation. You must become to know your employees' be, know, and do
attributes.
Leader
You must have an honest understanding of who you are, what you know, and what you can do.
Also, note that it is the followers, not the leader who determines if a leader is successful. If they
do not trust or lack confidence in their leader, then they will be uninspired. To be successful
you have to convince your followers, not yourself or your superiors, that you are worthy of
being followed.
Communication
You lead through two-way communication. Much of it is nonverbal. For instance, when you
"set the example," that communicates to your people that you would not ask them to perform
anything that you would not be willing to do. What and how you communicate either builds or
harms the relationship between you and your employees.
Situation
All are different. What you do in one situation will not always work in another. You must use
your judgment to decide the best course of action and the leadership style needed for each
situation. For example, you may need to confront an employee for inappropriate behavior, but if
the confrontation is too late or too early, too harsh or too weak, then the results may prove
ineffective.
Various forces will affect these factors. Examples of forces are your relationship with your
seniors, the skill of your people, the informal leaders within your organization, and how your
company is organized.

Attributes
If you are a leader who can be trusted, then those around you will grow to respect you. To be
such a leader, there is a Leadership Framework to guide you:
BE a professional. Examples: Be loyal to the organization, perform selfless service, and take
personal responsibility.
BE a professional who possess good character traits. Examples: Honesty, competence, candor,
commitment, integrity, courage, straightforwardness, imagination.
KNOW the four factors of leadership - follower, leader, communication, and situation.
KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.
KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.
KNOW your job. Examples: be proficient and be able to train others in their tasks.
KNOW your organization. Examples: where to go for help, its climate and culture, who the
unofficial leaders are.
DO provide direction. Examples: goal setting, problem solving, decision making, planning.
DO implement. Examples: communicating, coordinating, supervising, evaluating.
DO motivate. Examples: develop moral and esprit in the organization, train, coach, counsel.

References:
Bass, B. (1989). Stogdill's Handbook of Leadership: A Survey of Theory and Research. NY:
Free Press.
Bass, B. (1990). From Transactional to Transformational Leadership: Learning to Share the
Vision. Organizational Dynamics. Vol. 18(3), 19-31.
U.S. Army Handbook. (1973). Military Leadership.

See also:
http://www.nwlink.com/~donclark/leader/leadcon.html

Concepts of Leadership. Clark, Donald. Leadership Training and Development Outline. 2005.
English.
What is Leadership and What Makes a Good Leader?
Posted on April 19, 2013 by Search Inside Yourself Leadership Institute
There are many definitions of leadership. The Collins English dictionary defines leadership as
the leader(s) of a party or group. Yet true leadership is much more than that. A leader can be
the CEO of an organization, or a first year employee who leads his or her team to success
behind the scenes. A leader might lead through official authority and power, yet just as often
great leaders lead through inspiration, persuasion and personal connections.
So what is leadership? One great definition is:
Leadership is the art of leading others to deliberately create a result
that wouldnt have happened otherwise.

Its not just the creation of results that makes good leadership. Good leaders are able to
deliberately create challenging results by enlisting the help of others. They can single handedly
turn failing companies into Fortune 500 organizations. They can change company cultures.
Good leadership is an essential key to corporate success.
The Characteristics of a Good Leader
What makes a good leader? Here are some of their most important characteristics:
Self-Awareness. You have an intimate knowledge of your inner emotional state. You know
your strengths and your weaknesses. You know when youre working in flow and you know
when youre over worked. You know yourself, including your capabilities and your limitations,
which allows you to push yourself to your maximum potential.
Self-Direction. Youre able to direct yourself effectively and powerfully. You know how to get
things done, how to organize tasks and how to avoid procrastination. You know how to
generate energy for projects, to calm yourself when angered. You can make decisions quickly
when necessary, but can also slow to consider all the options on the table.
Vision. Youre working towards a goal thats greater than yourself. It could be something small,
like the success of the team, or a larger vision like world peace. Working towards a vision is far
more inspiring than working towards personal gain.
Ability to Motivate. Leaders dont lead by telling people what they have to do. Instead, leaders
cause people to want to help them. A key part of this is cultivating your own desire to help
others. When others sense that you want to help them, they in turn want to help you.
Social Awareness. Understanding social networks and key influencers in that social network is
another key part of leadership. Who in the organization has the most clout, both officially and
unofficially? Who moves the hearts of the group?
These are some of the most important characteristics of good leaders.
Emotional Intelligence and Leadership
Most of these traits tie directly into emotional intelligence (EQ). Leaders with high EQ are
intrinsically more self-aware. They understand their mental processes and know how to direct
themselves. Theyre more in touch with what theyre deeply passionate about. They naturally
care more for others and receive more compassion in return. Theyre more socially in tune.
Leadership is more often than not about soft skills rather than hard skills. Yes, a leader who
understands what drives the bottom line is valuable. Yet its the leader who can get others to
perform at their best who ultimately creates winning organizations.
What are some of the main ways you see your leadership skills impacting your workplace
performance?

Qualities of leadership successful.
L=listening
Good listening is required in order to understand employee attitudes and motivators.get to know the
employees by asking a lot of open ended questions.when leader ask questions,you have a chance to
listen,and when you listen,you being to better understand employee motivations,body language and
issues.get the m to speak of issues that confront them nd unable them to find solution.
Offer challenges to corporate issues with solutions. And provide credit to the employee with a solid
reply
I=enthusiasm
Employee want to be motivated. This begins with positive energy and positive commitment.leadership
Personal ills and corporate pressures are unimportant to their employees.
They are concerned about no. one-themselves.in good times and bad leader must always express a
positive and energetic attitude.finish line energy gets finish line result.
Awareness
Be aware of issues that non verbal.leaders must have akeen sense that denotes when employees are
happy,frustrated, tired or overwhelmed he must sense the issues and eliminate it quickly so that leader
keeps organizational harmony.
Decisive
Employees loathe procrastinators,even if they are a procrastinators! They want quick,they want quick
and meaningful replies.leaders do not ponder,they make quick decisions to difficult problems to find
immediate solutions
E=equal
The clich equal pay, for equal treatment is so true.leaders do not treat employees based on title,age
race,religion.etc. leaders understand that everyone and everywhere in the organization is equal.
R=reward
Adults desires more than just money with work. They desire recognition and kudos for a job well done.
However,in todays marketplace,employees although happy, are looking for more contentment from
their current job. This sense of pride and self worth is a large isssue for most people.
S=shallow mission/vision
Leaders understand the reasons of having corporate and divisional mission and vision statements.these
statements of purpose enables employees to understand.
Who the firm is
Where they are goning
How they will get there
True leaders establish mission as a roadmap to future success
H=hypocrite
Leaders make decision and stick with them.leaders understand that reversing decisions make them a
hypocrite. Further leaders take action when they offer action.
I=isolate
Leaders believe in team work and team play. Every employees counts towards the bottom line.leaders
do not isolate themselves from the team do not isolate the team from each other
P=positive
In good times and in bad leaders creat positive communication and feedback to bemployees positive
and meaningful communication creates loyality and mutual exchange of ideas and attitudes. When ideas
are fresh and positive ,priofits and productivity soar!
Trait Leadership Theories

Trait theories are based on qualities of an individual person. It is believed that people are born
with certain traits or characteristics that will allow them to lead. There have been studies of what
people think are the best leadership traits that an individual needs to lead. Some of the traits or
characteristics are:

Intelligence


Accepts responsibility easily


Understands the needs of followers


Able to motivate people


Trustworthy


Good decision maker


Self confident


Assertive


Flexible


Need for power

The trait leadership theories assumes there are certain traits that all leaders need to have whether
in a war, a company or in a classroom. Also, one situation might require a leader to have a group
of traits that might differ from another situation.

Behavioral Leadership Theories
Behavioral theories looked at how leaders behaved which developed into different leadership
styles. In essence, they define leadership as learned, not something you're born with. There are
four styles:

Focus on the work - where leaders organize people to get the job done in the most efficient
manner.



Focus on the people - where leaders make sure the workers needs are met, they are happier
and will put more effort into getting the work done.



Direct leader - where the leader makes all the decisions for others and expects them to follow.



Participative leader - where the leader gets the input from others to make a decision to benefit
everyone as a whole.

With behavioral theories, a leader can't just choose one style and use it. The type of work,
environment and the people all determine which style can be used. Not every leader can move
from one style to another based upon circumstances.

Situational Leadership Theories
Situational theories lean towards the different styles of leadership. The type of leadership
needed changes from situation to situation. Those leaders that could adapt to the different
situations were the most sought after people.
Just having different styles of leadership isn't enough. That person must be able to apply the
leadership style to the various situations where they can take control and influence the people.
By looking at Hersey and Blanchard's leadership styles you can see that situational leadership
follows the same styles as the behavioral theories.

High Task, Low Relationship - This approach is good for menial jobs and tasks that need to be
completed quickly. The leader tells the workers what needs to be done and how it is to be
done.



High Task, High Relationship - This approach has the leader give most of the direction, but
allows the workers to contribute. This is good for those just learning the task, such as coaching
sports teams, new hires at a firm, etc.



High Relationship, Low Task - This approach shares the decision making between the leader
and the workers. Workers are able but unsure of what needs to be done.



Low Relationship, Low Task - This approach has the leader identify the problem and passes
responsibility on to the workers to get the job done. Many companies run on this model, where
the CEO passes the responsibility onto the managers.

Some of the issues with this model are cultures, beliefs, how people would perform the work and
the relationships between leaders and the workers. Other issues depend on whether the leader is
male or female. In general, women focus more on relationships and men focus more on tasks.

Management Leadership Theories
Management theories are also known as transactional theories. It follows a system of reward and
punishment for the work performed by subordinates. If people are successful, they are
rewarded with bonuses, prizes, etc. Many businesses use this type of leadership.

Relationship Leadership Theories
Relationship theories are also know as transformational theories. This theory is based on a
relationship between the leader and the follower.
The leader wants to motivate everyone to work for the group, not just for themselves. The leader
also strives for each individual to reach his or her potential. In the end, the whole group or
organization will benefit from everyone's effort.
As you can see, there have been many leadership theories over time. There is no right or wrong
way to lead. Many people use a few aspects of more than one theory when leading others.
Throughout your life, you will come across many leadership styles.
Everyone still looks to the leaders for problem solving, they have special traits and
characteristics and they help point followers in the right direction. Some people seem to be
natural born leaders and others can learn to be a leader.
I lean towards the situational leadership theories, because for some people a conflict or some
other situation will kick them in gear and they take control of things when there seems to be no
one leading.
http://www.personalized-leadership.com/leadership-theories.html

Perhaps you'd like seeing these pages...

Definition of Leadership

Leadership Characteristics

Effective Time Management

Team Building Ideas

Effective Business Communication

Definition of Success


What is the Definition of Leadership?
The definition of leadership has a different meaning to different people. It all depends on their
situation, organization they're in and how they like to lead.
If you look up the meaning of leadership in
the Internet, you come up with a variety of different answers.
Most definitions are based on the organizational needs at the time.
One company can have their own meaning of leadership that's completely different from another
place.
Recently, I watched a program that discussed how different companies became successful.
Good leadership skills is what brought each company to the level it is at today. Each
organization had a different approach to leadership styles.
One company believed that everyone in the organization should have fun and the leader should
be part of the fun. Another felt it was important to share the successes with all the employees.
Still another company felt that working hard was the ticket to success.
As you can see, each of these companies defined leadership differently. The one thing they did
have in common was influence.

The person leading each organization had their own definition of leadership but it all came down
to how their behavior influenced the employees to work so that they could reach a common goal.
There isn't a common definition that applies to all leaders. Instead, you have the right leader for
each different situation.
But, do you have the right leader? There are so many leadership traits that constitute a good
leader. Not every leader has every attribute. It would be impossible to find.
Instead there are good leaders that possess the leadership characteristics necessary for the
situation. It's not the leadership traits that you possess that makes you successful. It's what you
do with the traits that really matter.

Leadership Quotes
Below I have included a perspective of how other people define leadership. I have included
several different leadership quotes on the definition of leadership. For more quotes, check out
the leadership quotes and quotes on leadership pages.

"The quality of a leader is reflected in the standards they
set for themselves."
- Ray Kroc
"An effective leader is defined by results not whether they make
great speeches or is liked."
- Peter Drucker

"The process of influencing others to perform a task by providing
purpose, diretion and motivation."
- The Army
"Leadership is influence, nothing more, nothing less.
- John Maxwell
"Leadership is someone who gives hope."
- Tom Peters

"A true leader is someone who inspires others to become more
of who they truly are. They bring out the talent in people and
have them put it to use over and over. They inspire others to be
more than they ever dreamed of."
- Anthony Robbins
"A leader is someone that people follow."
- Warren Buffett

"Good leaders make people feel that they're at the very heart
of things, not the periphery."
http://www.personalized-leadership.com/definition-of-leadership.html - Warren Bennis
Top Leadership Characteristics

Honesty - A leader must be ethical and have good integrity. People need to trust you. You also
need to trust yourself., know what you want to do and are willing to sacrifice some things to get
there.

Looking forward - You need to know where you want to go and have a vision of the future.
Your vision also needs to include what your followers want as well. A leader needs to make
clear their message and tie it into others' hopes and dreams. Without this you won't have
followers.

Inspirational - As a leader you need to be positive and excited about your vision. Your
enthusiasm will show when asking others to get onboard with you. The more positive you are
the more effort others will put out to help your cause.

Competency - You need to show that you are capable of getting things done. Your followers
want to know that you will make good on your promises and are willing to learn new things right
along side the followers.

These leadership characteristics have stood the test of time. Other qualities are important, but
these seem to be the most significant.
http://www.personalized-leadership.com/leadership-characteristics.html

Leadership Styles
Choosing the Right Approach for the Situation
Situational Leadership is a registered trademark of the Center for Leadership Studies.
Find out what makes a great leader,
with James Manktelow & Amy Carlson.
From Mahatma Gandhi and Winston Churchill, to Martin Luther King and Steve Jobs, there can
be as many ways to lead people as there are leaders.
Fortunately, businesspeople and psychologists have developed useful frameworks that describe
the main ways that people lead.
When you understand these frameworks, you can develop your own approach to leadership, and
become a more effective leader as a result.
In this article, we'll highlight some of the common approaches to leadership that you can use.
We'll also look at some specific leadership styles, and we'll explore the advantages and
disadvantages of each type.
Note:
These leadership styles and frameworks are based on several different approaches to leadership.
You can read more about these approaches in our article on Core Leadership Theories .
Useful Leadership Style Frameworks
So, let's look at some useful approaches shown mainly in the order they appeared that you
can use to become a more effective leader. Your own, personal approach is likely to be a blend
of these, depending on your own preferences, your people's needs, and the situation you're in.
Lewin's Leadership Styles
Psychologist Kurt Lewin developed his leadership styles framework in the 1930s, and it provided
the foundation of many of the approaches that followed afterwards. He argued that there are
three major leadership styles:
1. Autocratic leaders make decisions without consulting their team members, even if their input
would be useful. This can be appropriate when you need to make decisions quickly, when
there's no need for team input, and when team agreement isn't necessary for a successful
outcome. However, this style can be demoralizing, and it can lead to high levels of absenteeism
and staff turnover.
2. Democratic leaders make the final decisions, but they include team members in the decision-
making process. They encourage creativity, and people are often highly engaged in projects and
decisions. As a result, team members tend to have high job satisfaction and high productivity.
This is not always an effective style to use, though, when you need to make a quick decision.
3. Laissez-faire leaders give their team members a lot of freedom in how they do their work, and
how they set their deadlines. They provide support with resources and advice if needed, but
otherwise they don't get involved. This autonomy can lead to high job satisfaction, but it can be
damaging if team members don't manage their time well, or if they don't have the knowledge,
skills, or self motivation to do their work effectively. (Laissez-faire leadership can also occur
when managers don't have control over their work and their people.)
Lewin's framework is popular and useful, because it encourages managers to be less autocratic
than they might instinctively be.
The Blake-Mouton Managerial Grid
The Blake-Mouton Managerial Grid was published in 1964, and it highlights the best leadership
style to use, based on your concern for your people and your concern for production/tasks.
With a people-oriented leadership style, you focus on organizing, supporting, and developing
your team members. This participatory style encourages good teamwork and creative
collaboration.
With task-oriented leadership, you focus on getting the job done. You define the work and the
roles required, put structures in place, and plan, organize, and monitor work.
According to this model, the best leadership style to use is one that has both a high concern for
people and a high concern for the task it argues that you should aim for both, rather than trying
to offset one against the other. Clearly, this is an important idea!
The Hersey-Blanchard Situational Leadership Theory
First published in 1969, the Hersey-Blanchard Situational Leadership Theory argues that you
need to use different leadership styles depending on the maturity of your team members. The
model argues that with relatively immature individuals, you need a more directing approach,
while with higher maturity people, you need a more participative or delegating leadership style.
You can use this model in most business situations, regardless of whether you want to build a
new team or develop an existing one.
Path-Goal Theory
You may also have to think about what your team members want and need. This is where Path-
Goal Theory published in 1971 is useful.
For example, highly-capable people, who are assigned to a complex task, will need a different
leadership approach from people with low ability, who are assigned to an ambiguous task. (The
former will want a participative approach, while the latter need to be told what to do.)
With Path-Goal Theory, you can identify the best leadership approach to use, based on your
people's needs, the task that they're doing, and the environment that they're working in.
Six Emotional Leadership Styles
Daniel Goleman, Richard Boyatzis, and Annie McKee detailed their Six Emotional Leadership
Styles theory in their 2002 book, "Primal Leadership."
The theory highlights the strengths and weaknesses of six leadership styles that you can use
Visionary, Coaching, Affiliative, Democratic, Pacesetting, and Commanding. It also shows how
each style can affect the emotions of your team members.
Flamholtz and Randle's Leadership Style Matrix
First published in 2007, Flamholtz and Randle's Leadership Style Matrix shows you the best
leadership style to use, based on how capable people are of working autonomously, and how
creative or "programmable" the task is.
The matrix is divided into four quadrants each quadrant identifies two possible leadership
styles that will be effective for a given situation, ranging from "autocratic/benevolent autocratic"
to "consensus/laissez-faire."
Transformational Leadership
These leadership style frameworks are all useful in different situations, however, in business,
"transformational leadership " is often the most effective leadership style to use. (This was first
published in 1978, and was then further developed in 1985.)
Transformational leaders have integrity and high emotional intelligence . They motivate people
with a shared vision of the future, and they communicate well. They're also typically self-aware
, authentic , empathetic , and humble .
Transformational leaders inspire their team members because they expect the best from
everyone, and they hold themselves accountable for their actions. They set clear goals, and they
have good conflict-resolution skills . This leads to high productivity and engagement.
However, leadership is not a "one size fits all" thing; often, you must adapt your approach to fit
the situation. This is why it's useful to develop a thorough understanding of other leadership
frameworks and styles; after all, the more approaches you're familiar with, the more flexible you
can be.
Specific Leadership Styles
As well as understanding the frameworks that you can use to be a more effective leader, and
knowing what it takes to be a transformational leader, it's also useful to learn about more general
leadership styles, and the advantages and disadvantages of each one.
Let's take a look at some other leadership styles that are interesting, but don't fit with any of the
frameworks above.
Note:
Remember, not all of these styles will have a positive effect on your team members, either in the
short or long term. (See our article on Dunham and Pierce's Leadership Model for more on how
your actions as a leader will affect your team.)
Bureaucratic Leadership
Bureaucratic leaders follow rules rigorously, and ensure that their people follow procedures
precisely.
This leadership style is appropriate for work involving serious safety risks (such as working with
machinery, with toxic substances, or at dangerous heights), or with large sums of money.
Bureaucratic leadership is also useful for managing employees who perform routine tasks.
This style is much less effective in teams and organizations that rely on flexibility, creativity, or
innovation.
Charismatic Leadership
A charismatic leadership style resembles transformational leadership: both types of leaders
inspire and motivate their team members.
The difference lies in their intent. Transformational leaders want to transform their teams and
organizations, while leaders who rely on charisma often focus on themselves and their own
ambitions, and they may not want to change anything.
Charismatic leaders might believe that they can do no wrong, even when others warn them about
the path that they're on. This feeling of invincibility can severely damage a team or an
organization, as was shown in the 2008 financial crisis.
Servant Leadership
A "servant leader" is someone, regardless of level, who leads simply by meeting the needs of the
team. The term sometimes describes a person without formal recognition as a leader.
These people often lead by example. They have high integrity and lead with generosity . Their
approach can create a positive corporate culture, and it can lead to high morale among team
members.
Supporters of the servant leadership model suggest that it's a good way to move ahead in a world
where values are increasingly important, and where servant leaders can achieve power because
of their values, ideals, and ethics .
However, others believe that people who practice servant leadership can find themselves "left
behind" by other leaders, particularly in competitive situations.
This leadership style also takes time to apply correctly: it's ill-suited to situations where you have
to make quick decisions or meet tight deadlines.
Transactional Leadership
This leadership style starts with the idea that team members agree to obey their leader when they
accept a job. The "transaction" usually involves the organization paying team members in return
for their effort and compliance on a short-term task. The leader has a right to "punish" team
members if their work doesn't meet an appropriate standard.
Transactional leadership is present in many business leadership situations, and it does offer some
benefits. For example, it clarifies everyone's roles and responsibilities. And, because
transactional leadership judges team members on performance, people who are ambitious or who
are motivated by external rewards including compensation often thrive.
The downside of this style is that, on its own, it can be chilling and amoral, and it can lead to As
a result, team members can often do little to improve their job satisfaction.
http://www.mindtools.com/pages/article/newLDR_84.htm

Leadership Theories: The 8 Major
Leadership Theories
The Eight Major The


What exactly makes a great leader? Do certain personality traits make people better-suited to
leadership roles, or do characteristics of the situation make it more likely that certain people will
take charge? When we look at the leaders around us be it our employer or the President we
might find ourselves wondering exactly why these individuals excel in such positions.
People have long been interested in leadership throughout human history, but it has only been
relatively recently that a number of formal leadership theories have emerged. Interest in
leadership increased during the early part of the twentieth century. Early leadership theories
focused on what qualities distinguished between leaders and followers, while subsequent theories
looked at other variables such as situational factors and skill levels.
While many different leadership theories have emerged, most can be classified as one of eight
major types:
1. "Great Man" Theories
Have you ever heard someone described as "born to lead?" According to this point of view, great
leaders are simply born with the necessary internal characteristics such as charisma, confidence,
intelligence, and social skills that make them natural-born leaders.
Great man theories assume that the capacity for leadership is inherent that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic and destined to rise
to leadership when needed. The term "Great Man" was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military leadership.
2. Trait Theories
Similar in some ways to Great Man theories, trait theories assume that people inherit certain
qualities and traits that make them better suited to leadership. Trait theories often identify
particular personality or behavioral characteristics shared by leaders. For example, traits like
extraversion, self-confidence, and courage are all traits that could potentially be linked to great
leaders.
If particular traits are key features of leadership, then how do we explain people who possess
those qualities but are not leaders? This question is one of the difficulties in using trait theories to
explain leadership. There are plenty of people who possess the personality traits associated with
leadership, yet many of these people never seek out positions of leadership.
3. Contingency Theories
Contingency theories of leadership focus on particular variables related to the environment that
might determine which particular style of leadership is best suited for the situation. According to
this theory, no leadership style is best in all situations. Success depends upon a number of
variables, including the leadership style, qualities of the followers and aspects of the situation.
4. Situational Theories
Situational theories propose that leaders choose the best course of action based upon situational
variables. Different styles of leadership may be more appropriate for certain types of decision-
making. For example, in a situation where the leader is the most knowledgeable and experienced
member of a group, an authoritarian style might be most appropriate. In other instances where
group members are skilled experts, a democratic style would be more effective.
5. Behavioral Theories
Behavioral theories of leadership are based upon the belief that great leaders are made, not born.
Consider it the flip-side of the Great Man theories. Rooted in behaviorism, this leadership theory
focuses on the actions of leaders not on mental qualities or internal states. According to this
theory, people can learn to become leaders through teaching and observation.
6. Participative Theories
Participative leadership theories suggest that the ideal leadership style is one that takes the input
of others into account. These leaders encourage participation and contributions from group
members and help group members feel more relevant and committed to the decision-making
process. In participative theories, however, the leader retains the right to allow the input of
others.
7. Management Theories
Management theories, also known as transactional theories, focus on the role of supervision,
organization and group performance. These theories base leadership on a system of rewards and
punishments. Managerial theories are often used in business; when employees are successful,
they are rewarded; when they fail, they are reprimanded or punished. Learn more about theories
of transactional leadership.

8. Relationship Theories
Relationship theories, also known as transformational theories, focus upon the connections
formed between leaders and followers. Transformational leaders motivate and inspire people by
helping group members see the importance and higher good of the task. These leaders are
focused on the performance of group members, but also want each person to fulfill his or her
potential. Leaders with this style often have high ethical and moral standards.
http://psychology.about.com/od/leadership/p/leadtheories.htm


Effective Leadership Literature Review
Patrick Carter
Dr. Dale Mancini
Effective leadership is crucial to an organizations success. There are several common
characteristics that effective organizational leaders share. Without these characteristics,
initiatives and change can fail. Leaders can take many different steps to help keep projects from
failing.
Leaders need to be self-aware of how their actions are perceived by those they manage (Moment,
2007). Employees will sometimes mirror the behavior of managers. Aghdaei (2008) talks about
the philosophy of shadow of a leader, where the leader demonstrates the wanted behavior .
Leaders should model hard work for employees (Weiss, 2000). Aghdaei (2008) states that when
you repeatedly demonstrate meaningful, positive behavior, people are motivated to follow.
Leaders must have enthusiasm for their work so that it spreads to those whom they supervise.
That involves leaders believing in the company in which they work. The ability to inspire
loyalty and build relationships is a key component of leadership (Newcomb, 2005,). The CEO
who wants to be a true leader must be the most vivid example of the culture at work. Only then
can the CEO inspire passion in the rest of the team (Hesselbein, Goldsmith, & Somerville,
2002). To get the best out of workers, leaders need to be able to motivate them (Moment, 2007).
Leaders should look to all of their employees for new ideas and solutions (Hesselbein,
Goldsmith, & Somerville, 2002). Leaders should also cultivate, champion, and then support
new ideas and provide an environment for the development and expression of the
entrepreneurial spirit (Hesselbein, Goldsmith, & Somerville, 2002). Leaders create the
organizational climate to which followers react (Hrebiniak, 2005).
DEFINITIONS OF LEADERSHIP BY SCHOLARS

Leadership is the ability to evaluate and or forecast a long term plan or policy and influence the
followers towards the achievement of the said strategy.
Adeoye Mayowa: A Leadership Manager in Nigeria (2009

" ...leadership is like the Abominable Snowman, whose footprints are everywhere but who is nowhere
to be seen"
- Bennis & Nanus: 'Leaders: Strategies for Taking Charge' (1997)

"[There are] almost as many definitions of leadership as there are persons who have attempted to
define the concept."
- Stogdill (1974, p.259)

"A leader is a dealer in hope."
-Napoleon Bonaparte, French soldier, statesman, revolutionary (1769-1821)

"A leader is best when people barely know that he exists, not so good when people obey and acclaim
him, worst when they despise him. 'Fail to honour people' they fail to honour you.' But of a good
leader, who talks little, when his work is done, his aim fulfilled, they will all say, 'We did this
ourselves.'"
- Lao Tzu, Chinese founder of Taoism, author (6th Century BC)

"A leader shapes and shares a vision which gives point to the work of others."- Charles Handy (1992)

"A manager takes people where they want to go. A great leader takes people where they don't
necessarily want to go, but ought to be."
- Rosalynn Carter, US First Lady (b.1927)

"As we look ahead into the next century, leaders will be those who empower others."
- Bill Gates

"Be willing to make decisions. That's the most important quality in a good leader."
- General George S. Patton Jr.

"Leaders are individuals who establish direction for a working group of individuals who gain
commitment form these group of members to this direction and who then motivate these members
to achieve the direction's outcomes.
- Conger, J.A. Learning to Lead San Francisco: Jossey-Bass (1992, p18)

"Leaders are those who consistently make effective contributions to social order, and who are
expected and perceived to do so.
- Hosking (1988, p.153)

"Leadership (according to John Sculley) revolves around vision, ideas, direction, and has more to do
with inspiring people as to direction and goals than with day-to-day implementation. A leader must
be able to leverage more than his own capabilities. He must be capable of inspiring other people to do
things without actually sitting on top of them with a checklist.

- Bennis, W. On Becoming a Leader Reading, MA: Addison-Wesley Publishing, (1989, p.139)
Leadership and learning are indispensable to each other."
- John F. Kennedy

"Leadership is a combination of strategy and character. If you must be without one, be without the
strategy."- Gen. H. Norman Schwarzkopf

"Leadership is a development of a clear and complete system of expectations in order to identify
evoke and use the strengths of all resources in the organization the most important of which is
people.
- Batten, J.D. Tough-minded Leadership New York: AMACOM (1989 p. 35)

"Leadership is a function of knowing yourself, having a vision that is well communicated, building
trust among colleagues, and taking effective action to realize your own leadership potential."
- Warren Bennis

"Leadership is a process of giving purpose (meaningful direction) to collective effort, and causing
willing effort to be expended to achieve purpose.
- Jacobs & Jaques (1990, p.281)

"Leadership is a process of influence between a leader and those who are followers.
- Hollander (1978, p.1)

"Leadership is a process whereby an individual influences a group of individuals to achieve a common
goal."- Northouse (2004, p 3)

"Leadership is an attempt at influencing the activities of followers through the communication
process and toward the attainment of some goal or goals.
- Donelly, J.H. & Ivancevich, J. M. & Gibson, J.L. Organizations: behavior, structure, processes 5th Ed.
Plano,TX: Business Publications Inc. (1985 p362.)

"Leadership is an influence process that enable managers to get their people to do willingly what
must be done, do well what ought to be done.
- Cribbin, J.J. Leadership: strategies for organizational effectiveness New York: AMACOM (1981)

"Leadership is defined as the process of influencing the activities of an organized group toward goal
achievement.
- Rauch & Behling (1984, p.46)

"Leadership is discovering the company's destiny and having the courage to follow it.
- JoeJaworski - Organizational Learning Center at MIT.

"Leadership is influence - nothing more, nothing less."
- John Maxwell, 1998

"Leadership is interpersonal influence, exercised in a situation, and directed, through the
communication process, toward the attainment of a specified goal or goals.
- Tannenbaum,Weschler & Massarik (1961, p.24)

"Leadership is not a person or a position. It is a complex moral relationship between people, based on
trust, obligation, commitment, emotion, and a shared vision of the good."
- Joanne Ciulla (1998)

"Leadership is that process in which one person sets the purpose or direction for one or more other
persons and gets them to move along together with him or her and with each other in that direction
with competence and full commitment.
- Jaques E. & Clement, S.D. Executive Leadership: a practical guide to managing complexity Cambridge,
MA: Carson-Hall & Co. Publishers (1994, p.4)

"Leadership is the accomplishment of a goal through the direction of human assistants. A leader is
one who successfully marshals his human collaborators to achieve particular ends.
- Prentice, W.C.H. Understanding Leadership Harvard Business Review September/October 1961 vol.
39 no. 5 p.143.

"Leadership is the art of influencing others to their maximum performance to accomplish any task,
objective or project.
- Cohen, W.A. The Art of a Leader Englewood Cliffs,NJ: Prentice Hall (1990, p. 9)

"Leadership is the art of mobilizing others to want to struggle for shared aspirations.
- Kouzes, J.M. & Posner, B.Z. The Leadership Challenge San Francisco: Jossey-Bass (1995, p.30)
"Leadership is the behavior of an individual when he is directing the activities of a group toward a
shared goal.
- Hemphill & Coons (1957, p.7)

"Leadership is the capacity to translate vision into reality.
- Warren G. Bennis

"Leadership is the incremental influence that a person has beyond his or her formal authority."
- (Vecchio, 1988)

"Leadership is the influential increment over and above mechanical compliance with the routine
directives of the organization.
- Katz & Kahn (1978, p. 528)

"Leadership is the initiation and maintenance of structure in expectation and interaction.
- Stogdill (1974, p.411)

"Leadership may be considered as the process (act) of influencing the activities of an organized group
in its efforts toward goal setting and goal achievement.
- Stogdill, (1950, p.3)

"Leadership requires using power to influence the thoughts and actions of other people.
- Zalenik, A. Managers and Leaders: are they different?, Harvard Business Review March/April 1992
p.126.

"Management is efficiency in climbing the ladder of success; leadership determines whether the
ladder is leaning against the right wall."
- Stephen R. Covey

"People ask the difference between a leader and a boss. . . . The leader works in the open, and the
boss in covert. The leader leads, and the boss drives."
- Theodore Roosevelt

"The final test of a leader is that he leaves behind in others the conviction and will to carry on."
- Walter Lippman

"The first responsibility of a leader is to define reality. The last is to say thank you. In between the
two, the leader must become a servant and a debtor. That sums up the progress of an artful leader."
- Max DePree

"The function of leadership is to produce more leaders, not more followers."
- Ralph Nadar

"The growth and development of people is the highest calling of leadership."
- Harvey S. Firestone

"The job of the leader is to speak to the possibility."

- Benjamin Zander, British conductor, management presenter (b.1939)

"The key to successful leadership today is influence, not authority."
- Kenneth Blanchard, US management author, presenter (b.1939)

"The only definition of a leader is someone who has followers."
- The Drucker Foundation, 1996

"You manage things, you lead people."
- Admiral Grace Murray Hooper, US naval officer (1906-1992)

A leader is the person in a group who directs and coordinates task-oriented group activities. -
Fiedler (1967)
Leaders are those who consistently make effective contributions to social order and who are
expected and perceived to do so.
- Hosking (1988)

Leadership is a social process in which one individual influences the behaviour of others without the
use of threat or violence.
- Buchannan and Huczynski (1997, p.606)

Leadership is about articulating visions, embodying values, and creating the environment within
which things can be accomplished.
- Richards and Engle (1986)

Leadership is the ability to step outside the culture to start evolutionary change processes that are
more adaptive.
- Schein (1992)

Leadership is the creation of a vision about a desired future state which seeks to enmesh all
members of an organisation in its net.
- Bryman (1986, p. 6)

Leadership is the lifting of a mans vision to higher sights, the raising of a mans performance to a
higher standard, the building of a mans personality beyond its normal limitations.
- Drucker, P. F. (1955)

Leadership is the process of influencing the activities of an individual or a group in efforts toward
goal achievement in a given situation.
- Hersey, P. & Blanchard, K. Management of Organizational Behavior. Englewood Cliffs, NJ: Prentice
Hall (1988 p. 86)

Leadership is the process of making sense of what people are doing together so that people will
understand and be committed.
- Drath & Palus (1994)

Leadership: the art of getting someone else to do something you want done because he wants to do
it.Text Color
- Dwight D Eisenhower (1890 - 1969) US Statesman

One of the hardest tasks of leadership is understanding that you are not what you are, but what
you're perceived to be by others.
- Edward L. Flom, CEO of the Florida Steel Corporation, in a speech, May 6, 1987.

Leadership is all hype. We've had three great leaders in this century - Hitler, Stalin and Mao.
-Peter Drucker, quoted in Fortune, 21/02/94

Leadership is an intangible quality with no clear definition. That's probably a good thing, because if
the people who were being led knew the definition, they would hunt down their leaders and kill
them.
- Scott Adams, The Dilbert Principle (1996)

"Leadership: The capacity and will to rally people to a common purpose together with the character
that inspires confidence and trust"
- Field Marshal Montgomery

"A Leader: A person responsible for achieving objectives through others by creating the conditions in
which they may be successful and for building and maintaining the team that he or she is a member
of."
- Jeremy Tozer

"Leadership is a purposeful relationship, which occurs episodically among participants, who use their
individual skills in influence, to advocate transforming change."
- (c) Michael S. Kearns, 2005

"Leadership is an influence relationship among leaders and followers who intend real changes that
reflect their mutual purposes."
- Joseph Rost, Leadership in the 21st Century, (1993, p.102)

The servant-leader is servant firstIt begins with the natural feeling that one wants to serve, to serve
first. Then conscious choice brings one to aspire to lead
- (Greenleaf, 1970)

My definition of a leader . . . is a man who can persuade people to do what they don't want to do, or
do what they're too lazy to do, and like it.
- Harry S. Truman, 1884-1972, Thirty-third President of the United States, Miller, More Plan Speaking

You cannot manage men into battle. You manage things; you lead people.
- Grace Hopper, Admiral, U. S. Navy (retired), Nova ( PBS TV), 1986

The superior leader gets things done with very little motion. He imparts instruction not through many
words but through a few deeds. He keeps informed about everything but interferes hardly at all. He is
a catalyst, and though things would not get done well if he weren'tt there, when they succeed he
takes no credit. And because he takes no credit, credit never leaves him.
- Lao Tse, Tao Te Ching

Leadership occurs when one person induces others to work toward some predetermined objectives.
- Massie

Leadership is the ability of a superior to
influence the behavior of a subordinate or group and persuade them to follow a particular course of
action.
- Chester Bernard

Leadership is the art to of influencing and directing people in such a way that will win their obedience,
confidence, respect and loyal cooperation in achieving common objectives.
- U. S. Air Force

The feminine leadership style emphasizes cooperation over competition; intuition as well as rational
thinking in problem solving, team structures where power and influence are shared within the group .
. . interpersonal competence; and participative decision making.

- Marilyn Loden, Founder and president, Loden Associates, Management Review, December 1987

The first job of a leader is to define a vision for the organization.... Leadership of the capacity to
translate vision into reality.
- Warren Bennis, President, University of Cincinnati, University of Maryland symposium, January 21,
1988

The ultimate test of practical
leadership is the realization of intended, real change that meets peoples enduring needs.
- James MacGregor Burns

Managers have subordinatesleaders have followers.
- Murray Johannsen

If your actions inspire others to dream more, learn more, do more and become more, you are a
leader.
- John Quincy Adams quotes (American 6th US President (1825-29), eldest son of John Adams, 2nd US
president. 1767-1848)

I am looking for a lot of men who have an infinite capacity to not know what can't be done.
- Henry Ford

Leadership is a two-way street, loyalty up and loyalty down. Respect for one's superiors; care for
one's crew.
- Grace Hopper, Admiral, U. S. Navy (retired), Speech, Washington, D. C., February 1987

As for the best leaders, the people do not notice their existence. The next best, the people honor and
praise. The next, the people fear; the next, the people hate
- Lao Tse, 604-531 B. C., Chinese philosopher and founder of Taoism, Tao Te Ching
Posted by Mayowa Adeoye at 10:06 AM 2 comments
The situational leadership theory,is a leadership theory developed by Paul Hersey, professor
and author of the book Situational Leader, and Ken Blanchard, leadership guru and author of
The One Minute Manager, while working on the first edition of Management of Organizational
Behavior (now in its 10th edition).
[1]
The theory was first introduced as "Life Cycle Theory of
Leadership".
[2]
During the mid-1970s, "Life Cycle Theory of Leadership" was renamed
"Situational Leadership theory".
[3]

In the late 1970s/early 1980s, the authors both developed their own models using the situational
leadership theory; Hersey - Situational Leadership Model and Blanchard et al. Situational
Leadership II Model.
[4]

The fundamental underpinning of the situational leadership theory is that there is no single "best"
style of leadership. Effective leadership is task-relevant, and the most successful leaders are
those that adapt their leadership style to the maturity ("the capacity to set high but attainable
goals, willingness and ability to take responsibility for the task, and relevant education and/or
experience of an individual or a group for the task") of the individual or group they are
attempting to lead or influence. Effective leadership varies, not only with the person or group
that is being influenced, but it also depends on the task, job or function that needs to be
accomplished.
[5]

The Hersey-Blanchard Situational Leadership Model rests on two fundamental concepts;
leadership style and the individual or group's maturity level.
Contents
Bass defines leadership styles
As the word "transformation" suggests, Bass Transformational Leadership Theory is one of a set of
various Transformational Leadership Theories. More information of a general nature about these can be
found in the article Transformational Theories. Burns originally said that leaders can transform the life of
followers by altering their perceptions, aspirations, expectations, values, and so forth. Qualities within
the leader her or himself are behind the changes. The leader demonstrates, communicates, and does
whatever it takes to get the audience see a vision and exhort them to do things. Bass main contribution
in 1985 to Burns' original theory was describing psychological mechanisms and setting forth ways of
measuring the efficacy of the Bass Transformational Leadership Theory.

Read more: http://www.leadership-central.com/bass-transformational-leadership-
theory.html#ixzz2ztZSsAVN
Job satisfaction is defined by Locke (1976) as a pleasurable or positive
emotional state resulting from ones job or job experiences (p.1300). Later,
Armstrong (2003) defined job satisfaction as the feelings and attitudes of people
toward their job. He mentioned that if people have favourable and positive
attitudes towards their job, this means job satisfaction, but if they have
unfavourable and negative attitudes towards their job, this means job
dissatisfaction





spector (1997) stated that the antecedents of job satisfaction can be
categorised into two groups. The first group includes the job environment itself
and some factors related to the job. The second group includes individual factors
related to the person, who will bring these factors to the job including
previous experiences and personality. Often both groups of antecedents
work together to influence job satisfaction. According to Mullins (1998), the level
of job satisfaction is affected by social, personal, cultural, environmental, and
organizational factors. Moreover, Armstrong (2003) suggested a classification
into extrinsic factors, intrinsic factors, social relationships in work place,
individuals abilities to do their work, and the quality of supervision.

Leadership

Bass (1990) defined leadership as a process of interaction among individuals
and groups that includes a structured or restructured situation, members
expectations and perceptions. Leadership can be explained as the ability of an
individual to have power that focuses on how to establish directions by
adapting forces (Go et al., 1996). From an organisational perspective,
Schermerhorn (1999) believed that leading is a process used to motivate and to
influence others to work hard in order to realize and support organisational goals,
while Hersey et al. (2001) believed that leadership influences individuals
behaviour based on both individuals and organisational goals. Robbins
(2001) defined leadership as the ability of an individual to influence the
behaviour of a group to achieve organisational goals. It is possible to
conclude from these discussions that leadership is a group of phenomena,
whereby leaders are distinctive from their followers, and can influence
individuals activities to achieve set goals in their organisations.

Leadership style is defined as the pattern of behaviours that leaders display
during their work with and through others (Hersey and Blanchard, 1993). Miller et
al. (2002) view leadership style as the pattern of interactions between leaders
and subordinates. It includes controlling, directing, indeed all
techniques and methods used by leaders to motivate subordinates to follow their
instructions. According to Kavanaugh and Ninemeier (2001), there are three
factors that determine the type of leadership style: leaders characteristics,
subordinates characteristics and the organisation environment. More specifically,
the personal background of leaders such as personality, knowledge,
values, and experiences shapes their feelings about appropriate leadership that
determine their specific leadership style; employees also have different
personalities, backgrounds, expectations and experiences, for example,
employees who are more knowledgeable and experienced may work well
under a democratic leadership style, while employees with different experiences
and expectations require a autocratic leadership style. Some factors in the
organisation environment such as organisational climate, organisation values,
composition of work group and type of work can also influence leadership style.
However, leaders can adapt their leadership style to the perceived preferences of
their subordinates (Wood, 1994

Leadership styles can be classified according to the leaders power and
behaviour as autocratic, democratic, and laissez-faire, where styles are
distinguished by the influence leaders have on subordinates (Mullins, 1998;
Rollinson, 2005). More
specifically, power has been considered as: the
potential of a process to influence people (Hersey et
al., 2001); a part of the influence process at the
core of leadership (Northouse, 2004); and the rights that allow individuals to take
decisions about
specific matters (Rollinson, 2005). The influence of le
adership will differ according to the type of power
used by a leader over their subordinates (Mullins, 1998). Hence, leaders will be
more effective when
they know and understand the appropriate usage
of power (Hersey et al., 2001). According to
Kavanaugh and Ninemeier (2001) an autocratic style is embedded in leaders
who have full
organisational power and authority for decision making
without sharing it with their subordinates, while
a democratic style implies that leaders share thei
r authority of decision making with employees and
delegate, and finally a laissez-faire or free-rein styl
e exists where leaders give their employees most of
the authority over decision making.



Centralised organisations seem to favour an autocrati
c style, while decentralised organisations seem
to prefer a democratic style (Woods and King,
2002), and organisational culture can therefore be
strongly influenced by national culture which may de
termine the prevalent leadership style (Rollinson,
2005). However, in Jordan, the styl
e of leadership appears inconsisten
t. For example, Al-Hajjeh (1984)
assumed that Middle Eastern managers encouraged
autocratic leadership, as they had a negative
impression about the ability of subordinates to carry out instructions. In support,
Jar-Allah (2000)
indicated that autocratic leadership was the most co
mmon style in industrial organisations in Jordan.
In contrast, Yousef (1998) assumed that a consul
tative style prevailed in non-Western countries
particularly in Arab countries, and indeed found (Yousef, 2000) that participative
or consultative
leadership behaviour, as perceived by employ
ees, was prevalent in Arab countries


According to Wood (1994) management in the hospita
lity industry is characterised as a being there
style which provides stress, inte
rvention, and control of operations
and interactions between members
at all levels in the organisation. Mullins (1998) al
so suggests that a being there or hands-on
leadership style is considered as prevalent in the hos
pitality industry. The argument is that this style
could be more effective than other styles to obtai
n employees job satisfaction, since the managers
work all the time with their employees and therefore show more concern for
employees problems at
work. He further suggests that adopting a participativ
e leadership style would be difficult. This does not mean that the autocratic style
is preferable, but it isclaimed to be necessary in the hospitality industry (Wood,
1994). Indeed research by Okumus and Hemmington (1998) indicated that the
prevalent leadership style in the hospitality industry was the autocratic leadership
style. In Jordan, however, Nour (2004) found that the most common leadership
style among managers in hotels was a democratic style based on power sharing.

According to Chen and Chen (2008)
Leadership is a process of interaction between leaders and followers where the leader attempts to
influence followers to achieve a common goal (Northouse, 2010; Yukl, 2005). According to Chen and
Chen (2008), previous studies on leadership have identified different types of leadership styles which
leaders adopt in managing organizations (e.g., Davis, 2003; Spears & Lawrence, 2003; House, Hanges,
Javidan, Dorfman, & Gupta, 2004; Hirtz, Murray, & Riordam, 2007). Among the more prominent
leadership styles are Burns (1978) transactional and transformational leadership styles.
Transformational leaders emphasise followers intrinsic motivation and personal development. They
seek to align followers aspirations and needs with desired organisational outcomes. In so doing,
transformational leaders are able to foster followers commitment to the organisations and inspire
them to exceed their expected performance (Sivanathan & Fekken, 2002; Miia, Nichole, Karlos, Jaakko,
& Ali, 2006; Bass & Riggio, 2006; Bass, 1985, 1998). With regard to todays complex organisations and
dynamic business environment, transformational leaders are often seen as ideal agents of change who
could lead followers in times of uncertainties and high risk-taking. In contrast, transactional leaders gain
legitimacy through the use of rewards, praises and promises that would satisfy followers immediate
needs (Northouse, 2010). They engage followers by offering rewards in exchange for the achievement of
desired goals (Burns, 1978). Although transformational leadership is generally regarded as more
desirable than transactional, Locke, Kirkpatrick, Wheeler, Schneider, Niles, Goldstein, Welsh, & Chah,
(1999) pointed out that such contentionis misleading. They argued that all leadership is in fact
transactional, even though such transactions are not confined to only short-term rewards. An effective
leader must appeal to the self-interest of followers and use a mixture of short-term and long-term
rewards in order to lead followers towards achieving organisational goals.

Spector [5] stated that the antecedents of job satisfaction are
categorised into two groups. The first group includes the job
environment itself and some factors related to job. The second
includes individual factors related to the person, who will bring
these factors to the job including previous experiences and
personality. Often both groups of antecedents work together
to influence on job satisfaction, therefore job satisfaction is
determined by a combination of both individual characteristics
and job environment characteristics.

Later, Armstrong [17] defined job satisfaction as
the feelings and attitudes of people toward their job. He mentioned
that if people have favourable and positive attitudes towards their
job, this means job satisfaction, but if they have unfavourable and
negative attitudes towards their job, this means job dissatisfaction.
The above explanations deduce that job satisfaction represents
the positive attitudes of people and their feelings about their job,
because they like their job.


Autocratic Leadership
Autocratic leaders fully control all aspects of their subordinates jobs, giving individuals very
little influence in organizational decision making and participation. In his article Management
Theory, Joseph Massey suggests that autocratic leadership works well for training new
employees, completing jobs requiring well-defined instructions, supervising in high-volume
situations and when there is limited time for decision making. Chris Argyriss book, Integrating
the Individual and the Organization, also asserts that autocratic leadership environments provide
few intrinsic rewards, causes low job satisfaction and creates lack of trust between supervisors
and subordinates.
Bureaucratic Leadership
In an essay titled Bureaucracy, by Max Weber, a German sociologist and political economist,
the bureaucratic leader is defined as an individual who leads by the book as all tasks are
guided by explicit procedures and guidelines. Bureaucratic styles are often found in large
organizations and work well when people are working with dangerous or delicate equipment.
The bureaucratic leadership style is the least effective method for organizations to increase
employee job satisfaction since employees have no input concerning organizational goals.
Participative or Democratic Leadership
Participative or democratic leadership styles encourage a subordinate to be involved in the
organizational decision-making process. Employee participation may range from subordinate
ideas that are used for a managers decision to equal sharing of decisions between managers and
employees. A study published by Abraham Maslow in Psychological Review identified
physiological needs as the starting point for motivation.




Once basic physiologic needs are met, individuals progress up the hierarchy by seeking security
needs, love and belonging, self-esteem, and self-actualization.
Employee potential is developed by encouraging an individuals self-development in conjunction
with organizational goals once extrinsic job factors that satisfy basic physiological and safety
needs have been met. The use of participative leadership styles creates a sense of trust between
supervisors and subordinates, shared goals and greater job satisfaction.
Laissez-faire Leadership
The laissez-faire leader offers his subordinates little or no direction to meet organizational goals.
Subordinates are expected to set their own goals. Ralph Stodgills Handbook of Leadership
argues that a laissez-faire leadership style often overwhelms subordinates because they have too
much freedom, leading to worker insecurity and low job satisfaction.
Effective Leadership
Individuals achieving personal goals and objectives in conjunction with organizational goals and
objectives are more satisfied than their counterparts. Effective leaders often find that they must
adapt to the needs of their subordinates and the organization by varying their leadership style to
fit the situation. Using a common sense approach, leaders should seek to treat their subordinates
the way that they would want to be treated if they were in that position.
Leadership Styles
Leadership style is the manner and approach of providing direction, implementing plans, and
motivating people. As seen by the employees, it includes the total pattern of explicit and implicit
action of their leaders (Newstrom, Davis, 1993).
In 1939 Kurt Lewin led a group of researchers to identify different styles of leadership (Lewin,
LIippit, White, 1939). This early study has been very influential and established three major
leadership styles: (U.S. Army, 1973):
authoritarian or autocratic
participative or democratic
delegative or laissez-fair
Although good leaders use all three styles, with one of them normally dominant, bad leaders tend
to stick with the one style of autocratic.
Authoritarian or Autocratic

I want both of you to. . .
This style is used when leaders tell their employees what they want done and how they want it
accomplished, without getting the advice of their followers. Some of the appropriate conditions
to use it is when you have all the information to solve the problem, you are short on time, and
your employees are well motivated.
Some people tend to think of this style as a vehicle for yelling, using demeaning language, and
leading by threats. This is not the authoritarian style, rather it is an abusive, unprofessional style
called bossing people around. It has absolutely no place in a leader's repertoire.
The authoritarian style should normally only be used on rare occasions. If you have the time and
want to gain more commitment and motivation from your employees, then you should use the
participative style.
Participative or Democratic

Let's work together to solve this. . .
This style involves the leader including one or more employees in the decision making process
(determining what to do and how to do it). However, the leader maintains the final decision
making authority. Using this style is not a sign of weakness, rather it is a sign of strength that
your employees will respect.
This is normally used when you have part of the information, and your employees have other
parts. A leader is not expected to know everythingthis is why you employ knowledgeable and
skilled people. Using this style is of mutual benefit as it allows them to become part of the team
and allows you to make better decisions.
Delegative or Laissez-faire

You two take care of the problem while I go. . .
In this style, the leader allows the employees to make the decisions. However, the leader is still
responsible for the decisions that are made. This is used when employees are able to analyze the
situation and determine what needs to be done and how to do it. You cannot do everything! You
must set priorities and delegate certain tasks.
This is not a style to use so that you can blame others when things go wrong, rather this is a style
to be used when you fully trust and have confidence in the people below you. Do not be afraid to
use it, however, use it wisely!
NOTE: Laissez-faire (or lais ser faire) is the noninterference in the affairs of others. [French :
laissez, second person pl. imperative of laisser, to let, allow + faire, to do.]
Forces

A good leader uses all three styles, depending on what forces are involved between the
followers, the leader, and the situation. Some examples include:
Using an authoritarian style on a new employee who is just learning the job. The leader is
competent and a good coach. The employee is motivated to learn a new skill. The situation is a
new environment for the employee.
Using a participative style with a team of workers who know their job. The leader knows the
problem, but does not have all the information. The employees know their jobs and want to
become part of the team.
Using a delegative style with a worker who knows more about the job than you. You cannot do
everything and the employee needs to take ownership of his job! In addition, this allows you to
be more productive.
Using all three: Telling your employees that a procedure is not working correctly and a new one
must be established (authoritarian). Asking for their ideas and input on creating a new
procedure (participative). Delegating tasks in order to implement the new procedure
(delegative).
Forces that influence the style to be used include:
Amount of time available.
Are relationships based on respect and trust or on disrespect?
Who has the informationyou, the employees, or both?
How well your employees are trained and how well you know the task.
Internal conflicts.
Stress levels.
Type of task, such as structured, unstructured, complicated, or simple?
Laws or established procedures, such as OSHA or training plans.
Continuum of Leader Behavior
In 1958 Tannenbaum and Schmid (1958, 1973) expanded on Lewin, LIippit, and White's, three
leadership styles by extending them to seven styles and placing them on a continuum as shown in
the diagram below:

Notice that as you go from left to right, it moves from manager oriented decision making to
subordinate oriented decision making, thus the teams freedom increases while the managers
authority decreases. Depending upon the present level of your team's experience and skills, you
select a starting point and as the team develops, you move from it to the next one:
1. Manager makes decision and announces it The team has no role in the decision-making
role. Coercion may or may not be used or implied.
2. Manager Sells decision Rather than just tell, the manager needs to sell the decision,
as there is a possibility of some resistance from team members.
3. Manager presents ideas and invites questions This allows the team to get a fuller
explanation so they can better understand of what she is trying to accomplish.
4. Manager presents a tentative decision that is subject to change - This action invites the
team to have some influence regarding the decision; thus, it can be changed based on the
team's input.
5. Manager presents the problem, gets suggestions, and then makes the decision Up to this
point the manager has always presented the decision, although the last one did allow it to
change based upon the team's input. Now the team is free to come up with options,
however, the manager still decides on those options.
6. Manager defines limits, and requests the team to make a decision The manager
delegates the decision making to the team; but still instills specific limits on the team's
solution.
7. Manager allows team to function within limits Now the team does the decision making,
however, the manager's superior may have placed certain limits on the options they can
make. If the manager sits in on the decision making, he or she attempts to do so with no
more authority than the other members do.
Basically the first two styles or behaviors are similar the authoritarian style, the next three are
similar to the participative style, while the last two are similar to the delegative style. This
approach gives the leader more options that can be refined to specific situations or environments.
Positive and Negative Approaches
There is a difference in ways leaders approach their employees. Positive leaders use rewards,
such as education, independence, etc. to motivate employees, while negative employers
emphasize penalties (Newstrom, Davis, 1993). The negative approach has a place in a leader's
repertoire of tools in certain situations, however, it must be used carefully due to its high cost on
the human spirit.
Negative leaders act domineering and superior with people. They believe the only way to get
things done is through penalties, such as loss of job, days off without pay, reprimanding
employees in front of others, etc. They believe their authority is increased by frightening
everyone into higher levels of productivity. Yet, what normally happens when this approach is
used wrongly is that morale falls, which leads to lower productivity.
Most leaders do not strictly use one or another, but are somewhere on a continuum ranging from
extremely positive to extremely negative. People who continuously work out of the negative are
bosses, while those who primarily work out of the positive are considered great leaders.
Use of Consideration and Structure
Two other approaches that leaders use are (Stogdill, 1974):
Consideration (employee orientation) leaders are concerned about the human needs of their
employees. They build teamwork, help employees with their problems, and provide
psychological support.
Structure (task orientation) leaders believe that they get results by consistently keeping
people busy and urging them to produce.
There is evidence that leaders who are considerate in their leadership style are higher performers
and are more satisfied with their job (Schriesheim, 1982).
Also notice that consideration and structure are independent of each other, thus they should not
be viewed on a continuum (Stogdill, 1974). For example, a leader who is more considerate, does
not necessarily mean that she is less structured.
Blake and Mouton's Managerial Grid is a good example of a leadership model based upon the
concept of consideration and structure.
Paternalism
Paternalism has at times been equated with leadership styles. Most definitions of leadership
normally state or imply that one of the actions within leadership is that of influencing. For
example, the U.S. Army (1983) uses the following definition:
Leadership is influencing people by providing purpose, direction, and motivation while operating
to accomplish the mission and improving the organization.
The Army further goes on by defining influence as:
A means of getting people to do what you want them to do. It is the means or method to achieve
two ends: operating and improving. But there is more to influencing than simply passing along
orders. The example you set is just as important as the words you speak. And you set an
examplegood or badwith every action you take and word you utter, on or off duty. Through
your words and example, you must communicate purpose, direction, and motivation.
Paternalism is defined as (Webster Dictionary):
A system under which an authority undertakes to supply needs or regulate conduct of those
under its control in matters affecting them as individuals as well as in their relationships to
authority and to each other.
Thus, paternalism supplies needs for those under its protection or control, while leadership gets
things done. The first is directed inwards, while the latter is directed outwards.
Geert Hofstede (1997) studied culture within organizations. Part of his study was on the
dependence relationship or Power Differencethe extent to which the less powerful members of
an organization expect and accept that power is distributed unequally. Hofstede gave this story to
illustrate the concept of Power Difference:
The last revolution in Sweden disposed of King Gustav IV, whom they considered incompetent,
and surprising invited Jean Baptise Bernadotte, a French general who served under Napoleon, to
become their new King. He accepted and became King Charles XIV. Soon afterward he needed
to address the Swedish Parliament. Wanting to be accepted, he tried to do the speech in their
language. His broken language amused the Swedes so much that they roared with laughter. The
Frenchman was so upset that he never tried to speak Swedish again.
Bernadotte was a victim of culture shocknever in his French upbringing and military career
had he experienced subordinates who laughed at the mistakes of their superior. This story has a
happy ending as he was considered very good and ruled the country as a highly respected
constitutional monarch until 1844. (His descendants still occupy the Swedish throne.)
Sweden differs from France in the way its society handles inequality (those in charge and the
followers). To measure inequality or Power Difference, Hofstede studied three survey questions
from a larger survey that both factored and carried the same weight:
Frequency of employees being afraid to express disagreement with their managers.
Subordinates' perception of their boss's actual decision making style (paternalistic style was one
choice).
Subordinates' preference for their boss's decision-making style (again, paternalistic style was
one choice).
He developed a Power Difference Index (PDI) for the 53 countries that took the survey. Their
scores range from 11 to 104. The higher the number a country received, the more autocratic
and/or paternalistic the leadership, which of course relates to employees being more afraid or
unwilling to disagree with their bosses. While lower numbers mean a more consultative style of
leadership is used, which translates to employees who are not as afraid of their bosses.
For example, Malaysia has the highest PDI score, being 104, while Austria has the lowest with
11. And of course, as the story above illustrates, Sweden has a relative low score of 31, while
France has a PDI of 68. The United States' score is 40. Note that these scores are relative, not
absolute, in that relativism affirms that one culture has no absolute criteria for judging activities
of another culture as low or noble.

Keeping the above in mind, it seems that some picture paternalistic behavior as almost a barbaric
way of getting things accomplished. Yet, leadership is all about getting things done for the
organization. And in some situations, a paternalistic style of decision-making might be required;
indeed, in some cultures and individuals, it may also be expected by not only those in charge, but
also by the followers. That is what makes leadership styles quite interestingthey basically run
along the same continuum as Hofstede's PDI, ranging from paternalistic to consultative styles of
decision making. This allows a wide range of individual behaviors to be dealt with, ranging from
beginners to peak performers. In addition, it accounts for the fact that not everyone is the same.
However, when paternalistic or autocratic styles are relied upon too much and the employees are
ready for a more consultative type of leadership style, then it can becomes quite damaging to the
performance of the organization if change is not advanced.
Next Steps
Activity: Leadership Style Survey
Next chapter: Transformational Leadership
Related page: Path-Goal Theory
Main Leadership Menu
References
Hofstede, G. (1997). Culture and Organizations: Software of the Mind new York: McGraw-Hill.
Lewin, K., LIippit, R., White, R.K. (1939). Patterns of aggressive behavior in experimentally
created social climates. Journal of Social Psychology, 10, 271-301
Newstrom, J.W., Davis, K. (1993). Organizational Behavior: Human Behavior at Work. New
York: McGraw-Hill.
Schriesheim, C.A. (1982). The Great High Consideration: High Initiating Structure Leadership
Myth: Evidence on its Generalizability. The Journal of Social Psychology, April 1982, 116, pp.
221-228.
Stogdill, R.M. (1974). Handbook of Leadership: A Survey of Theory and and Research. New
York: Free Press.
Tannenbaum, A.S., Schmitt, W.H. (1958). How to choose a leadership pattern. Harvard Business
Review, 36, March-April, 95-101.
Tannenbaum, A.S., Schmitt, W.H. (1973). How to Choose a Leadership Pattern. Harvard
Business Review Reprint, 36, May-June, 4-12.
U.S. Army. (1983). Military Leadership. Field Manual 22-100. Washington, DC: U.S.
Government Printing Office.

Notes
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pay
I feel I am being paid a fair amount for the work Ido. 0.69
2 Raises are too few and far between. 0.55
3 I feel unappreciated by the organization when I think about what they pay me. 0.72
4 I feel satisfied with my chances for salary increases. 0.62 0.35
II Promotion
1 There is really too little chance for promotion on my job. 0.62
2 Those who do well on the job stand a fair chance ofbeing promoted. 0.61
3 People get ahead as fast here as they do in other places. 0.56
4 I am satisfied with my chances for promotion. 0.89
III Supervision
1 My supervisor is quite competent in doing his/her job. 0.76
2 My supervisor is unfair to me. 0.69
3 My supervisor shows too little interest in the feelings of subordinates. 0.71
4 I like my supervisor. 0.79
IV Fringe Benefits
1 I am not satisfied with the benefits I receive. 0.49
2 The benefits we receive are as good as most other organizations offer. 0.73
3 The benefit package we have is equitable. 0.37 0.83
4 There are benefits we do not have which we should have. 0.46
V Operating Conditions
1 Many of our rules and procedures make doing a good job difficult.
2 My efforts to do a good job are seldom blocked by red tape.
3 I have too much to do at work.
4 I have too much paperwork.
VI Coworkers
1 I like the people I work with.
2 I find I have to work harder at my job because of the incompetence of people I work with.
3 I enjoy my coworkers.
4 There is too much bickering and fighting at work.
VII Nature of Work
1 I sometimes feel my job is meaningless. 0.36
2 I like doing the things I do at work.
3 I feel a sense of pride in doing my job.
4 My job is enjoyable.
VIII Communication
1 Communications seem good within this organization.
2 The goals of this organization are not clear to me.
3 I often feel that I do not know what is going on with the organization.
4 Work assignments are not fully explained.