Week 12

https://www.youtube.com/watch?v=nSUJw
mPQEyg&ab_channel=GenerateInsights

https://www.youtube.com/
watch?v=urrYhnaKvy4&a
b_channel=REDDOTX
Who Are Leaders and What is Leadership?

• Leader: someone who can influence others and

who has managerial authority
• Leadership: a process of influencing a group to
achieve goals
 What is Leadership?

• A process whereby an individual influences other group members to move toward or

achieve a common goal

Leadership
1 2
Is a process Occurs in a group

3 4 Involves movement
Involves influence
toward a goal

http://fortune.com/video/2017/03/23/worlds
-greatest-leaders-2017/
 Leadership Practices vs.
Management Practices
Leadership Practices

Aligning Motivating
Direction Change
People & Inspiring

Management Practices
Controlling
Planning Organizing
& Problem Predictability
& Budgeting & Staffing
Solving

.
Leaders vs Managers

• Leader: leads a process

• Manager: Formal position whose job is to be group’s leader

• Similarities: They both include deciding what needs to be done and working with
people to make sure action is taken.

• Differences: Leadership focuses on change whereas management focuses on

results that keep things working effectively.
Understanding Leadership:
An Historical Perspective of Approaches
 1900s to 1940s; 2000s
 These are the traits you need to be a leader
Trait  Leaders are different from followers
 Tend to display more intelligence, self-confidence, determinatio
integrity
 1950s to 1960s
Behavioral  This is how leaders behave
 Group level supervision to supervise at individual level
 1960s to 1970s
 Assess the situation and adjust behavior to it
Situational
 Different situations require different leadership styles;
one size/trait does not fit to all
 1980s to 1990s
 Motivate your followers through your leadership
Contemporary  Strive to be role models; support others develop
leadership skills
 1990s to 2000s
 Develop your followers
Emerging  Should be proactive, good listeners, humble, diligent,
ambitious for their organizations
 Should support and advance each individual
Leadership Traits

• Research focused on identifying personal

characteristics that differentiated leaders from
non-leaders was unsuccessful who can influence
others and who has managerial authority.
• It proved impossible to identify a set of traits that
would always differentiate a leader (the person)
from a nonleader of influencing a group to
achieve goals.
Trait Theories of Leadership
What Traits Do Leaders Have?
The Trait Approach:
The Great Man Theory of Leadership
• People are born with traits that help develop leadership skills

• Limitations
– Lacks a universal list of traits
– Not evident which trait is more important and how they interact
– Traits and their strength change, but that doesn’t appear to reverse
leadership ability
– Can a shortage of a trait be compensated with excess of another?
Behavioral Theories of Leadership
Leadership Behaviors

• Behavioral theories: leadership theories that

identify behaviors that differentiate effective
leaders from ineffective leaders
The Behavioral Approach:
This is How a Leader Behaves
University of Iowa and Ohio State Studies
University of Iowa Studies

• Autocratic style: a leader who dictates work

methods, makes unilateral decisions, and limits
employee participation
• Democratic style: a leader who involves
employees in decision-making, delegates
authority, and uses feedback as an opportunity
for coaching employees
• Laissez-faire style: a leader who lets the group
make decisions and complete the work in
whatever way it sees fit
Ohio State Studies

• Initiating structure: the extent to which a leader

defines his or her role and the roles of group
members in attaining goals
• Consideration: the extent to which a leader has
work relationships characterized by mutual trust
and respect for group members’ ideas and
feelings
• High–high leader: a leader high in both initiating
structure and consideration behaviors
University of Michigan Study and
Managerial Grid
University of Michigan Studies

• Two dimensions of leadership:

– Employee oriented
– Production oriented
The Managerial Grid

• Managerial grid: a two-dimensional grid for

appraising leadership styles
 Behavioral Theories of Leadership

Study Behavioral Dimension Conclusion

University of Democratic style: involving subordinates, delegating Democratic style of leadership

Iowa authority, and encouraging participation was most effective, although
Autocratic style: dictating work methods, centralizing later studies showed mixed
decision making, and limiting participation results.
Laissez-faire style: giving group freedom to make
decisions and complete work
Ohio State Consideration: being considerate of followers’ ideas and High–high leader (high in
feelings consideration and high in
Initiating structure: structuring work and work initiating structure) achieved
relationships to meet job goals high subordinate performance
and satisfaction, but not in all
situations.
University of Employee oriented: emphasized interpersonal Employee-oriented leaders
Michigan relationships and taking care of employees’ needs were associated with high
Production oriented: emphasized technical or task group productivity and higher
aspects of job job satisfaction.
Managerial Concern for people: measured leader’s concern for Leaders performed best with a
Grid subordinates on a scale of 1 to 9 (low to high) 9,9 style (high concern for
Concern for production: measured leader’s concern for production and high concern
getting job done on a scale of 1 to 9 (low to high) for people).
The Behavioral Approach:
This is How a Leader Behaves
Limitations
– No theory found one best way to lead; leadership
depends upon the characteristics of the situation,
not just the person doing the leading.
– No empirical evidence linking leadership styles and
effectiveness
Situational Leadership

• Which leadership styles might be

suitable in different situations, and what
are those different situations?
 Situational Approaches: Assess the
Situation, then Adjust Behavior to It
1• Fred Fiedler: Contingency theory of leadership
– A leader’s style is stable and not open to major changes
– Only the situation can change, and this impacts
effectiveness
– Two dimensions: relationships (concern for people) and
task orientation (concern for production)
The Fiedler Model

• Fiedler contingency model: a leadership theory

proposing that effective group performance
depends on the proper match between a leader’s
style and the degree to which the situation allows
the leader to control and influence
Fiedler’s Situational Contingencies

• Leader–member relations: describes the

degree of confidence, trust, and respect
employees have for their leader
• Task structure: describes the degree to which
job assignments are formalized and structured
• Position power: describes the degree of
influence a leader has over activities such as
hiring, ring, discipline, promotions, and salary
increases
 Situational Approaches: Assess the
Situation, then Adjust Behavior to It
1
• Fred Fiedler: Contingency theory of leadership
• Weaknesses
– Findings not replicated
– Doesn’t consider that a leader
can learn and adapt his style to situation
– İnsists on stability of leader
 Situational Approach: Assess the
Situation, then Adjust Behavior to It
2

• Hersey and Blanchard: Leader can adapt to situation

– Must diagnose group’s level of readiness
– Adapt leadership behavior based on task oriented and
relationship oriented behaviors
 Hersey and Blanchard’s
Situational Leadership Style
Situational Leadership Theory

• Why does a leadership theory focus on

the followers?

• What does readiness mean?

Hersey and Blanchard’s Situational
Leadership Style - SLT
• Situational leadership theory (SLT): a
leadership contingency theory that focuses on
followers’ readiness
• Readiness: describes the degree to which
job assignments are formalized and structured
Situational Leadership Theory
SLT Leadership Styles

• Telling – Directing (high task–low relationship)

• Selling - Coaching(high task–high relationship)
• Participating – Supporting (low task–high
relationship)
• Delegating (low task–low relationship)
Four Stages of Follower Readiness

• R1: both unable and unwilling

• R2: unable but willing
• R3: able but unwilling
• R4: both able and willing
 Situational Approaches: Assess the
Situation, then Adjust Behavior to It
2• Hersey and Blanchard
• Weaknesses
– Are leaders truly able to diagnosis level of development of
followers?
 Situational Approaches: Assess the
Situation, then Adjust Behavior to It
3 • Vroom and Yetton model: Group decision-
making
– Examines situation structure, information available, and
how important acceptance is to implementation
– Proposes how much followers and at which levels
should be involved in decision-making
• Benefits
– Followers typically will be more committed
– Followers may have additional information that can help
better decisions
• Weaknesses
– group decisions take more time
Contemporary
views of leadership
Contemporary views of leadership include:
1. Leader-member exchange (LMX);
2. Transformational-transactional
leadership;
3. Charismatic-visionary leadership; and
4. Team leadership.
These views of leadership have a common
theme: leaders who interact with, inspire,
and support followers.
 Contemporary Perspectives: Motivate
Your Followers Through Leadership
1
• Leader-member exchange (LMX) theory
– Unique relationship between a leader and each group member
(dyad)
– In-group and out-group exchanges
 Out-group more formal, less satisfied and productive

• Led to leadership-making concept

– Every leader should work to have as many in-group relationships
as possible and few or no out-group relationships
Leader-Member Exchange (LMX)
Theory
• A leadership theory that says leaders
create in-groups and out-groups and those
in the in-group will have higher
performance ratings, less turnover, and
greater job satisfaction.
Contemporary Perspectives:
Transformational vs Transactional Theory
of Leadership
2

• Transactional leaders: leaders who lead

primarily by using social exchanges (or
transactions)
• Transformational leaders: leaders who
stimulate and inspire (transform) followers to
achieve extraordinary outcomes
Contemporary Perspectives: Motivate
Your Followers Through Leadership
2 • Transformational leadership theory
– Leader is determined and has charisma to inspire, change, or
otherwise transform followers
– Stimulate followers intellectually, encourage them, support
development
– Give personal attention and make each feel valued and
important
– Followers trust, respect, and want to emulate leaders
– Positively correlates with job satisfaction and better
performance

https://www.ted.com/talks/roselinde_torres_what_it_takes_to_be_a_great_le
ader
Charismatic-Visionary Leadership
3

• Charismatic leader: an enthusiastic, self-

confident leader whose personality and actions
influence people to behave in certain ways
• Visionary leadership: the ability to create and
articulate a realistic, credible, and attractive
vision of the future that improves upon the
present situation
 Charismatic vs. Visionary Leaders
https://www.youtube.com/watch?v=ME5arjl
STGQ&ab_channel=HarvardBusinessRevi
ew

https://www.youtube.com/watch?v=pAdjN https://www.youtube.com/watch?v=
uE6EZQ oBeVPzBcZfc
Ethical Leadership

• An ethical leader puts public safety ahead of

profits, holds culpable employees accountable,
and creates a culture in which employees feel
that they could and should do a better job.
Team Leadership
4

• Many leaders are not equipped to handle the

change to employee teams.
• Two priorities:
– Managing team’s external boundary
– Facilitating team process

https://www.youtube.com/watch?v=rQKis2Cfpeo
Leaders and Teams
Trust and power
as the essence of
leadership.
Sources of Leader Powers

Five sources of leader power

• legitimate, coercive, reward, expert, and referent.
Managing Power (1 of 2)

• Legitimate power: the power a leader has as a

result of his or her position in the organization
• Coercive power: the power a leader has to
punish or control
• Reward power: the power a leader has to give
positive rewards
Managing Power (2 of 2)

• Expert power: power that’s based on expertise,

special skills, or knowledge
• Referent power: power that arises because of a
person’s desirable resources or personal traits
Developing Trust

• Credibility: the degree to which followers

perceive someone as honest, competent, and
able to inspire
• Trust: the belief in the integrity, character, and
ability of a leader
Five Dimensions of Trust

• Integrity
• Competence
• Consistency
• Loyalty
• Openness
Building Trust

• Exhibit offers some suggestions for how leaders can build trust.
Contemporary Issues: Employee
Empowerment

• Managers are increasingly leading by not leading; that is, by empowering their
employees.
Empowering Employees

• Empowerment involves increasing the decision-

making discretion of workers.
• Millions of individual employees and employee
teams are making the key operating decisions
that directly affect their work.
Leading Across Cultures

• Effective leaders do not use a single style. They

adjust their style to the situation.
• National culture is certainly an important
situational variable in determining which
leadership style will be most effective.
 Cross-Cultural Leadership
Examples
Korean leaders are expected to be paternalistic toward employees.
Arab leaders who show kindness or generosity without being asked to do so are seen by other
Arabs as weak.
Chinese leaders are expected to stay positive when facing attacks.
European leaders are expected to be more action oriented.
Japanese leaders are expected to be humble and speak frequently.
Latin American leaders should not feel rejected when others behave formally.
Scandinavian and Dutch leaders who single out individuals with public praise are likely to
embarrass, not energize, those individuals.
Effective leaders in Malaysia are expected to show compassion while using more of an
autocratic than a participative style.
Effective German leaders are characterized by high performance orientation, low compassion,
low self-protection, low team orientation, high autonomy, and high participation.
Effective leaders in Sub-Saharan Africa build deep relationships and close teamwork.
Contemporary Issues: Emotional
Intelligence (EI)

•
• EI, more than any other single factor, is
the best predictor of who will emerge as a
leader.
Becoming an Effective Leader

• Leader training
• Substitutes for leadership