Review of Theories:

Leadership

Rie Atagi
Development of Leadership Theories

• Trait leadership: Seek who they are.

“Leaders are born, not made.”
• Situation leadership: “Leaders are made by
the situation, not born.”
• Behavior leadership: Seek what they do.
• Contingency theory: No single approach is
superior to all others.
Transformational Leadership
 Idealized influence: building trust and respect in
followers by providing vision and a sense of mission.
 Inspirational motivation: communicates high
expectations, comes from leader behaviors that provide
meaning/challenge for followers.
 Intellectual stimulation: Promotes innovation, creativity
of followers, no public criticism of individual members
for mistakes.
 Individualized consideration: gives personal attention to
each individual’s needs for achievement and growth.
Empowerment
 Empowerment is the processes by which administrators
share power and help others use it in constructive ways to
make decisions affecting themselves and their work.
 Empowerment gets translated into shared decision
making, delegation of authority, teamwork, and site-based
management.
 When teachers are empowered, principals are less likely
to use coercive power, less able to rely on legitimate
power and more likely to serve as facilitators who guide
teams of teachers using their knowledge and expertise.
(expert power)
Case 1
The principal of academic affairs assigned you and four
other teachers to work on a curriculum reform committee.
The PTA requested this reform as they feel the current
curriculum is not preparing the students for college
entrance exams. Therefore, parents, as school clients,
prefer a more rigorous curriculum focusing on basic skills
and rote memorization. The other four committee
members feel they should follow the clients’ wishes and
adjust the curriculum accordingly. You, however,
strongly believe that child-center inquiry-based learning
and creative thinking skills are best for students to
prosper in today’s society.
How can you influence and persuade the other committee
members to change their view?
The Art of Persuasion

 Six Persuasion Techniques

1. Reciprocation
2. Scarcity
3. Authority
4. Consistency
5. Consensus
6. Liking
Reciprocation/Exchange (Act
First)
 People will feel obligated to return behavior given
or demonstrated to them.

 Your product/idea has two options – a more costly one

and a less costly one. Which one do you present first
to your prospect/investor?
 To get people to like you more and cooperate with you,
what is the single most productive thing you can do
before trying to influence them?
Example of Reciprocation
Principle
50
Take juvenile
40 delinquents to the zoo.

30

20 Will you be a Big

brother first? If not,
10 then can you take
delinquents to the zoo?
0
Scarcity
 People want more of what they can’t have. You need to
explain to people why they will get benefits that they
can’t get anywhere else.
 People are persuaded by “exclusive information” as well
as “scarcity information”.

 Is it better to tell people what they will gain by agreeing with

your idea or what they may lose if they do not buy your idea?
 If you have a new piece of information, when do you tell people
that it’s new? Before or after you actually give them the
information?
Example of Scarcity Principle

35
30
25 If you buy the insulation,
you will save 50 cents per
20
day.
15
If you fail to buy this
10 insulation, you will be
5 losing 50 cents per day.
0
% of people that bought the insulation
Authority

 Establish your authority first (give credentials)

and establish your trustworthiness.

 If you have a product/idea that has strengths and

weaknesses, which should you talk about first?
 Burger King admits they are slower than McDonalds,
but that is because they “tastes better.”
Consistency

 People want to be consistent with what they have

said or written publicly.

 A restaurant may say: “Please call if you must cancel

your reservation.” Their call back rate went up
dramatically when they added two words to that
request. What could they be?
Example of Consistency
(commitment) Principle
35
30 Donate money to establish
25 a recreation center for the
20
handicapped.

15
10 Those that first had signed
5
the petition and later were
asked to donate to the
0 recreation center.
% Agreed to donate
Consensus

 People often make decisions based on what the

majority is doing. 80~90% are strongly influenced
in this way.
 For some, key referents or experts may be more
important.

 “Operators are waiting, please call now.”

How can we change the phrase?
Example of Consensus
Principle
35
30
25
Operators are waiting, call
20
now!
15
If operators are busy,
10 please call again!
5
0
Response Rate
Liking

 People are more likely to buy from or agree with

those that they like, or they perceive as similar to
them or sharing some connection.
 Increase liking:
 Similarities (people similar to us)
 Complements (people like us)
 Cooperation on a project together (work together)