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 After studying this chapter, you should be able to:

 Briefly describe the five key elements of leadership.
 Identify and define the managerial leadership skills.
 List the ten managerial roles based on their three categories.
 Explain the interrelationships among the levels of leadership analysis.
 Describe the major similarity and difference between the trait and
behavioral leadership theories, and the interrelationships between
them and contingency theories.

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 What is the Top ??

 What is the View ??

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 Top is "It's any position where you take responsibility for a group with a
mission to fulfill (Robert Joss, 2009).
So top is about responsibility ( Not fame or Power ) :
 For the group and;
 For moving in the right direction

 Since you are at the top and you are responsible about group, then you better
have a view or you should develop view.

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 What about view :
 View mean where we are now and where we like to see us ( group ) headed (
direction and speed).
 Groups need direction and vision.
 You have to develop view
 Leader is about the ability to show that you know the way even you have no
idea what to do or where to go.
 You have to make the view happen.
 You have to figure out how it is going.
 You have to be the view.

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The Leader Who Really Cares... —
The Leader Who has clear vision—
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 Why Study Leadership?

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Leadership is a key issue in management .

Recent search on google found that about 434,000,000 results on leadership

area of study. What does that mean ?

Recent statistics shows that organizations spend more than $2.2 trillion on
education and training, with an estimated $10 billion being spent on leadership
development alone.

Leadership development is often cited as an important priority because it is

viewed as a competitive advantage as there can be significant positive returns
to the investment in leadership development.

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Leadership is the influencing process of leaders and followers to achieve
organizational objectives through change.
 Five key elements:
 Leaders-followers, ( Refer to question 1 of Self-Assessment 1-1)
 Influence, ( Refer to question 3 of Self-Assessment 1-1).
 Organizational objectives, (Refer question 6 of Self Assessment 1).
 People, and ( Refer to Questions 8–10 of Self-Assessment 1-1).
 Change. ( Refer to question 7 of Self-Assessment 1).
 State one or more objectives from an organization
where you work(ed).

 Are the managers where you work(ed) effective at

influencing their employees to bring about change?
Explain.

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 Are Leaders Born or Made? Explain

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 Who is the leader ?
 A leader has the ability to influence others; a manager may not. The leader could be
either a manager or a nonmanager. Thus, a leader is not necessarily a person who holds
some formal position such as manager.

 Who is the manager?

 Manager, we mean a person who has a formal title and authority. Explain.
 There are managers— you may know some—who are not effective leaders. There are also
nonmanagers who have great influence on managers and peers.

 Who is the follower ?

 Good followers are not “yes people”. Explain
 Refer to Question 2 of Self-Assessment 1-1,

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 Technical skills involve the ability to use methods and techniques to perform a task.
This includes knowledge about methods, processes, procedures, and techniques, and the
ability to use tools and equipment to perform a task.
 Interpersonal skills involve the ability to understand, communicate, and work well
with individuals and groups through developing effective relationships. Interpersonal
skills are also called human, people, and soft skills.
 Decision-making ( Conceptual skills ): are based on the ability to conceptualize
situations and select alternatives to solve problems and take advantage of opportunities.

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 Select a manager, preferably one who is or was your
boss, and state the specific management skills he or
she uses(used) on the job.

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 Henry Mintzberg identified ten managerial roles and grouped them into three
categories.

The managerial role categories are :

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1.Figurehead role. The leader performs ceremonial and
representative duties by virtue of his position, e.g. receiving
dignitaries, attending parties, visiting the sick employees, etc.

2.Leadership role. As a leader he/she gives directions,

appraises performance, correct mistakes, disciplines staff,
motivates subordinates, determines rewards and punishments,
etc.

3.Liaison role. The leader ensures contacts with other units

and outside agencies on behalf of own unit. He works more as a
public relations officer.

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 Give one job example of the specific behavior you
or some other leader displayed when performing
the figurehead, leader, and liaison roles. For each
of the three roles, be sure to identify the leader as
you or another, the role by its name, and the
specific behavior.

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 4. Monitor. As a monitor of information, the leader scans his/her
environment for information.

 5. Disseminator. After having acquired information, the leader also

passes this information relatively to his followers.

 6. Spokesman role. The leader represents his unit and its problems in
different forums.

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 Give one job example of the specific behavior you or
some other leader conducted when performing the
monitor, disseminator, and spokesperson roles. For
each of the three roles, be sure to identify the leader as
you or another, the role by its name, and the specific
behavior.

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 7. Entrepreneurial role. The leader seeks to respond to the changing
conditions of environment. He is constantly looking for new ideas and
initiating development projects.
 8. Disturbance handler. He responds to pressures and crisis
situations. Such as breakdown of important machines/equipment or
needed material not arriving as scheduled.
 9. Resource allocator. This role involves the allocation of resources:
human, physical, financial and other forms of resources to get things
done.
 10. Negotiator. The manager is carrying on negotiations with external
as well as internal agents

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 Give one job example of the specific behavior you or
some other leader performed when fulfilling the
entrepreneur, disturbance- handler, resource-
allocator, and negotiator roles. For each of the four
roles, be sure to identify the leader as you or another,
the role by its name, and the specific behavior.

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 The three levels of analysis of leadership theory are individual, group, and
organizational.
 A. Individual Level of Analysis
 The individual level of analysis of leadership theory (dyadic process): focuses on the
individual leader and the relationship with individual followers.
 B. Group Level of Analysis
 The second level of analysis of leadership theory (group process) focuses on the relationship
between the leader and collective group of followers.
 C. Organizational Level of Analysis
 The third level of analysis of leadership theory (organizational process) focuses on the
organization.. Organizational performance in the long run depends on effectively adapting to
the environment and acquiring the necessary resources to survive.

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 Leadership theory is an explanation of some aspect of leadership;
theories have practical value because they are used to better
understand, predict, and control successful leadership.

 Leadership theory classifications include trait, behavioral,

contingency, and integrative.

 Leadership paradigm is a shared mindset that represents a

fundamental way of thinking about, perceiving, studying,
researching, and understanding leadership.
 Leadership trait theories attempt to explain distinctive
characteristics accounting for leadership effectiveness.
 Behavioral leadership theories attempt to explain distinctive
styles used by effective leaders, or to define the nature of their
work.
 Contingency leadership theories attempt to explain the
appropriate leadership style based on the leader, followers, and
situation.
 Integrative leadership theories attempt to combine the trait,
behavioral, and contingency theories to explain successful,
influencing leader-follower relationships.
 Management to leadership theory paradigm is a shift from the
older autocratic management style to the newer participative
leadership style of management.
 The personal qualities and trait of Indra Nooyi make her a great leader. Nooyi is CEO
and board chairman of PepsiCo, the second largest food and beverage firm in the
world. She is described as fun-loving, sociable, agreeable, conscientious,
emotionally stable, and open to experiences. Nooyi’s personality traits have
contributed to her job performance and career success. She joined PepsiCo in 1994
as head of corporate strategy and was promoted to president and chief financial
officer before moving into the firm’s top management position. Nooyi has been named
one of the most powerful women in business and one of the most powerful women in
the world.

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 Morgan Smith is an employee oriented leader. As owner and managing partner
of Boneheads Restaurant in Lake Forest, California, Smith (left) takes a
personal interest in the needs of his employees. Described as generous, kind,
and cheerful, he shows respect for his employees and invests a great deal of
time in helping them at work and assisting them in their personal lives such as
donating food for their weddings. Smith’s goal for his employees is for them to
reach their full potential. During biweekly one-on-one meetings with
employees, Smith serves as their leader, trainer, role model, and advisor. He
also provides quarterly training for employees and includes them in
reviewing the restaurant’s profit and loss statement.

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 When Yahoo’s growth and revenues slowed for several years, the company hired
Carol Bartz as its new chief executive. Known as a task oriented leader,
Bartz previously led a successful turnaround at software maker
Autodesk where, under her leadership, the company’s revenues grew
from $300 million to more than $1.5 billion. But after two and a half years at
Yahoo, Bartz was fired as CEO for failing to revive the company’s revenues and
stock price. According to Fiedler’s contingency model, Bartz’s task oriented
style was not effective in improving Yahoo’s performance. Observers noted that
Bartz failed to provide the visionary leadership and focused strategic direction
and execution needed to position the company for growth.

 Explain the scenario.

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 Give examples of traits and behaviors that helped
make your past or present manager a successful leader.

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