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Leaders and Leadership

Leader Someone who can influence others
and who has managerial authority.
Leadership What leaders do; the process
of leading a group and influencing that group
to achieve its goals.
Leadership - the ability to influence people
toward the attainment of organizational goals.

Leadership is mutual (reciprocal) occurring

among people.
Leadership is a people activity, distinct from
administrative paper shuffling or problemsolving activities.
Leadership is dynamic and involves the use of
power.

Leadership versus Management

Management power
Come from organizational structure , its promotes
stability , order and problem solving within the structure.
Leadership power
Come from personal sources such as personal interest
goals and value , promote vision , creativity and change

Leadership Across
Cultures

Leadership styles may vary among different

countries or cultures

European managers tend to be more peopleoriented than American or Japanese managers.

Japanese managers are group-oriented (team
oriented ) ,
while U.S managers focuses more on
profitability ( money oriented )

Leader versus Manager Qualities

Leader Qualities

Manager Qualities

SOUL
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power

MIND
Rational
Consulting
Persistent
Problem solving
Tough-minded
Analytical
Structured
purposeful
Deliberate
Authoritative
Stabilizing
Position power

Note that :Not all leaders are managers, nor

are all managers leaders.

Leadership Theories or
Models
1. Leadership Traits theory
2. Leadership Behavioral theory
3. Contingency leadership theory

1. Leadership Traits Theory

Leadership Trait Theorists
Attempt to determine a list of distinctive
characteristics accounting for leadership
effectiveness.
Have been unsuccessful in identifying a
universal set of traits that all leaders
possess.

Ghiselli Study
Concluded that certain traits are important to
effective leadership; supervisory ability
(getting work done through others) being the

Traits That Differentiate Leaders from Nonleaders

( Leadership Traits )

1.
2.
3.
4.
5.
6.
7.

Drive ( Motive)
Desire to lead
Honesty and integrity
Self-confidence
Cognitive ability ( intelligence)
Job-relevant knowledge
Emotional stability

Personal Characteristics of Leaders

1. Physical Characteristics
. Energy
. Motion
. Physical stamina

2. Personality
. Self-confidence
. Honesty & integrity
. Enthusiasm
. Alertness
. Originality
. Creativity

3. Social Characteristics
. Sociability, interpersonal skills
. Ability to enlist cooperation
. Popularity , prestige
. Social participation
. Tact, diplomacy
4. Intelligence and Ability
. Judgment, determination
. Knowledge
. Intelligence, cognitive ability
. Fluency of speech

5. Work-related Characteristics
. Achievement drive
. Drive to excel
. Conscientiousness in pursuit of goals
. Persistence against obstacles, tenacity

 Note that :Traits approach has not been

successful in explaining leadership .

2. Leadership Behavioral Model

Identifies the two basic types of behavior that
many leaders engaged in to influence their
subordinates
1. Consideration ( employee-centered
leadership behavior )
2. Initiating structure ( job-oriented
leadership behavior )

1. Consideration ( employee-centered
leadership behavior )

indicating that a manager trusts,

respects, and cares about subordinates

2. Initiating structure ( job-oriented

leadership behavior )
that managers engage in to ensure that
work gets done, subordinates perform
their jobs acceptably, and the
organization is efficient and effective.

Note that :Both behaviors are

independent , mangers can be
high or low on behaviors

Behavioral approaches that help determine

leadership effectiveness

1.

Consideration: - people-oriented behavior

Is mindful of subordinates
. Establishes mutual trust
. Provides open communication
. Develops teamwork
.

2.

Initiating Structure: task-oriented behavior

Directs subordinate work activities toward

goal attainment

Typically gives instructions, spends time

planning, and emphasizes deadlines

Provides explicit schedules of work

activities

Basic Leadership
Styles
1. Autocratic Leader
2. Democratic Leader
3. Laissez-Faire Leader

 Autocratic Leader
One who makes all the decisions,
tells employees what to do, and
closely supervises employees.
Considered a Theory X-type
leader.

 Democratic Leader
One who encourages employee
participation in decisions, works with
employees to determine what to do, and
does not closely supervise employees.
Considered a Theory Y-type leader.

 Laissez-Faire Leader
One who takes a leave-theemployees-alone approach,
allowing them to make the
decisions and decide what to do.

3. Contingency Theories of Leadership

The Fiedler contingency Model
Path-goal theory

3. Contingency Theories of Leadership

The Fiedler Model (contd) : putting leader in the
right situation
Proposes that effective group performance depends upon
the proper match between the leaders style of interacting
with followers and the degree to which the situation
allows the leader to control and influence

Assumptions:
A certain

leadership style should be most effective in

different types of situations.

Leaders

do not readily change leadership styles.

Matching the leader to the situation or changing the situation to

make it favorable to the leader is required.

 The Fiedler Model (contd)

Least-preferred co-worker (LPC)
questionnaire
Determines leadership style by measuring
responses to 18 pairs of contrasting
adjectives.
High score: a relationship-oriented
leadership style
Low score: a task-oriented leadership
style

 Path-Goal Model
States that the leaders job is to assist his or her followers
in attaining their goals and to provide direction or support
to ensure their goals are compatible with organizational
goals.
Leaders assume different leadership styles at different
times depending on the situation:
Directive

leader

Supportive

leader

Participative
Achievement

leader
oriented leader

Supportive

Leader behavior that shows concern for subordinates

Open, friendly, and approachable
Creates a team climate
Treats subordinates as equals

Directive

leadership:

leadership:

Tells subordinates exactly what they are supposed to do

Planning, making schedules, setting performance goals,
and behavior standards

 Participative

leadership:

Consults with his or her subordinates

about decisions

Achievement-oriented

leadership:

Sets clear and challenging goals for

subordinates
Behavior stresses high-quality performance