1.

Leading – inspiring, motivating people to work hard and achieve goals by using power
2. Power is the ability to get someone else to do something you want done, or to make things
happen the way you want.
3. Position Power – the power you gain from your official status within a company

- Reward power is the ability to influence through rewards. It is the capacity to offer something of
value as a means of influencing other’s behavior.
- Coercive power is the ability to influence through punishment. It is the capacity to punish as a
means of influencing other’s behavior.
- Legitimate power is the ability to influence through authority. It is the right by virtue of one’s
organizational position or status as a means of influencing other’s behavior.

4. Personal Power – the expertise and reference within yourself

- Expert power is the ability to influence through special skills, knowledge, and information. It is
the capacity to influence the behavior of other people because of expertise.
- Referent power is the ability to influence through identification. It is the capacity to influence
the behavior of other people because they admire you and want to identify positively with you.

I. Leadership and Vision

Visionary leadership describes a leader who brings to the situation a clear and compelling sense
of the future, as well as an understanding of the actions needed to get there successfully.

II. Leadership as Service

Servant leadership that is based on serving others and helping them fully use their talents so that
organizations benefit society. A servant leader is “other-centered” and not “self-centered.”

 empowerment happens - allowing others to exercise power and achieve influence within the
organization by providing information, responsibility, authority, and trust to make decisions and
act independently.

III. Leadership Traits and Behaviors

Leadership Traits

- Drive—Successful leaders have high energy, display initiative, and are tenacious.
- Self-confidence—Successful leaders trust themselves and have confidence in their abilities.
- Creativity—Successful leaders are creative and original in their thinking.
- Cognitive ability—Successful leaders have the intelligence to integrate and interpret information.
- Job-relevant knowledge—Successful leaders know their industry and its technical foundations.
- Motivation—Successful leaders enjoy influencing others to achieve shared goals.
- Flexibility—Successful leaders adapt to fit the needs of followers and the demands of situations.
- Honesty and integrity—Successful leaders are trustworthy; they are honest, predictable, and
dependable.

Leadership Behaviors
Two dimensions of leadership behavior:

- Concern for the task to be accomplished: plans and defines the work to be done, assigns task
responsibilities, sets clear work standards, urges task completion, and monitors performance
results.
- Concern for the people doing the work: acts with warmth and supportiveness toward followers,
maintains good social relations with them, respects their feelings, is sensitive to their needs, and
shows trust in them.

IV. Classic Leadership Styles

Leadership styles—the recurring patterns of behaviors exhibited by leaders.

- A leader with a human relations style emphasizes people over task.

- A leader with a laissez-faire style shows little concern for the task.
- A leader with a democratic style is committed to both task and people.

V. Contingency Approaches to Leadership

Fiedler’s Contingency Model

Fiedler suggested that leadership success comes from putting our existing styles to work in situations
where they are the best fit.

Leadership style in Fiedler’s model is measured on the least-preferred coworker scale, it describes
tendencies to behave either as:

- task-motivated leade; or
- relationship-motivated leader

Three contingency variables are used to measure situation:

- The quality of leader–member relations (good or poor) measures the degree to which the group
supports the leader.
- The degree of task structure (high or low) measures the extent to which task goals, procedures,
and guidelines are clearly spelled out.
- The amount of position power (strong or weak) measures the degree to which the position gives
the leader power to reward and punish subordinates.

Hersey-Blanchard Situational Leadership Model

Hersey- Blanchard situational leadership model suggests that successful leaders do adjust their styles
based on the task readiness of followers: how able and willing or confident followers are to perform
required tasks.

- Delegating—allowing the group to take responsibility for task decisions; a low-task, low-
relationship style.
- Participating—emphasizing shared ideas and participative decisions on task directions; a low-
task, high-relationship style.
 - Selling—explaining task directions in a supportive and persuasive way; a high-task, high-
relationship style.
- Telling—giving specific task directions and closely supervising work; a high-task, low-
relationship style.

Path–Goal Leadership Theory

House believes that a leader can use all of the following leadership styles and shift back and forth among
them:

- Directive leadership—letting followers know what is expected; giving directions on what to do

and how; scheduling work to be done; maintaining definite standards of performance; clarifying
the leader’s role in the group.
- Supportive leadership—doing things to make work more pleasant; treating team members as
equals; being friendly and ap- proachable; showing concern for the well- being of subordinates.
- Achievement-oriented leadership—setting challenging goals; expecting the highest lev- els of
performance; emphasizing continu- ous improvement in performance; display- ing confidence in
meeting high standards.
- Participative leadership—involving team members in decision making; consulting with them and
asking for suggestions; using these suggestions when making decisions.

1. Path–Goal Contingencies

The path–goal theory advises leaders to shift among the four styles in ways that best fit situational needs.

- When job assignments are unclear, directive leadership helps to clarify task objectives and
expected rewards.
- When worker self-confidence is low, supportive leadership can increase confidence by
emphasizing individual abilities and offering needed assistance.
- When task challenge is insufficient in a job, achievement-oriented leadership helps to set goals
and raise performance aspirations.
- When performance incentives are poor, participative leadership might clarify individual needs
and identify appropriate rewards.

2. Substitutes for Leadership

Substitutes for leadership: work setting and the people involved that can reduce the need for active
leader involvement.

- Follower characteristics such as ability, experience, and independence;

- Task characteristics such as the presence or absence of routine and the availability of
feedback;
- Organizational characteristics such as clarity of plans and formalization of rules and
procedures.

3. Leader–Member Exchange Theory

In-group members enjoy special and trusted high-exchange relationships with the leaders and often get
special rewards, assignments, privileges, and access to information.
Out-group members have a low-exchange relationship and may be marginalized, ignored, and even get
fewer benefits.

4. Leader-Participation Model

The Vroom-Jago leader-participation model links leadership success with use of alternative decision-
making methods.

Three broad categories:

- An authority decision is made by the leader and then communicated to the group.
- A consultative decision is made by the leader after gathering information and advice from
others.
- A group decision is made by the group with the leader’s support as a contributing member.

Decision-making methods is governed by three factors:

- Decision quality—based on who has the information needed for problem solving;
- Decision acceptance— based on the importance of follower acceptance to the decision’s
eventual implementation;
- Decision time—based on the time available to make and implement the decision.

VI. Personal Leadership Development

1. Charismatic and Transformational Leadership

Charismatic leaders are their ability to inspire others in exceptional ways. It’s considered as one of
several personal qualities—including honesty, credibility, and competence—that should be developed
with foresight and practice.

Transformational leadership is their personalities to inspire followers. They get them so highly excited
about their jobs and organizational goals that they strive for extraordinary performance accomplishments.

2. Emotional Intelligence and Leadership

Emotional intelligence is an ability to understand emotions in yourself and others and use this
understanding to handle social relationships effectively.

Consider the four emotional intelligence competencies:

- Self-awareness - the ability to understand our own moods and emotions, and to understand their
impact on our work and on others.
- Self-management - the ability to think before we act and to control impulses.
- Motivation and persistence in being willing to work hard for reasons other than money and status.
- Social awareness - the ability to understand the emotions of others and to use this understanding
to better relate to them.
- Relationship management - the ability to establish rapport with others and to build social capital
through relationships and networks.
 3. Gender and Leadership

Gender similarities hypothesis is males and females are very similar to one another in terms of
psychological properties.

4. Moral Leadership

Moral leadership - leadership with ethical standards that clearly meet the test of being “good” and
“correct.”

Moral leadership begins with personal integrity, a concept fundamental to the notion of transformational
leadership.

Moral overconfidence - an overly positive view of one’s strength of character.

Authentic leadership - one with a high level of self-awareness and a clear understanding of his personal
values. They act consistently with their values and gain follower’s respect, and positively influence their
behaviors

5. Drucker’s “Old-Fashioned” Leadership

A good leader sets the goals, priorities, and standards. And a good leader keeps them all clear and visible.

 Good leaders surround themselves with talented people, aren’t afraid to develop strong and
capable followers, and don’t blame others when things go wrong.