Leadership

A Leadership Story:
 A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote
island to get to the coast where an estuary provides a
perfect site for a port.
 The leaders organise the labour into efficient units and
monitor the distribution and use of capital assets –
progress is excellent. The leaders continue to monitor
and evaluate progress, making adjustments along the
way to ensure the progress is maintained and efficiency
increased wherever possible.
 Then, one day amidst all the hustle and bustle and
activity, one person climbs up a nearby tree. The person
surveys the scene from the top of the tree.
A Leadership Story:
 And shouts down to the assembled
group below…
 “Wrong Way!”
 (Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).
 “Management is doing things right, leadership
is doing the right things”
(Warren Bennis and Peter Drucker)
Leadership
 The ability to influence a group
toward the achievement of goals

 “Management is doing things

right, leadership is doing the
right things”
(Warren Bennis and Peter Drucker)
What is Leadership

Leadership – the process through which leaders

exert such influence on other group members.
Leader – a person who can influence others to be
more effective in working to achieve their mutual
goals and maintain effective working relationships
among members.
Leadership skills – sum total of your ability to help
the group achieve its goals and maintain an
effective working relationship among members.
Traits of the Excellent
Leader

Excellent leaders have:

 A vision and purpose.
 Clear goals.
 Strong commitment.
 Flexibility.
 An understanding of change.
 Active listening skills.
 Confidence to take risks.
Traits of the Excellent
Leader

Excellent leaders are:

 Knowledgeable about the total
organization.
 Able to learn from mistakes.
 Excellent communicators/listeners.
 Able to speak clearly and effectively.
 Resourceful.
 Realistic.
 Leadership Trait Theory
Assumes that there are distinctive physical and
psychological characteristics accounting for
leadership effectiveness.
Ghiselli’s six significant leadership traits
 Supervisory ability (Getting the job done

through others).
 Need for occupational achievement (Seeking

responsibility).
 Intelligence (Good judgment, reasoning,

thinking capacity).
 Decisiveness (Solve problems and make

decision).
 Self-assurance (Copes with problems, self-

confidence).
 Initiative (Self-starting).
Behavioral Leadership
Theories
Assume that there are distinctive
styles that effective leaders use
consistently, or, that good
leadership is rooted in behavior.
 Basic leadership styles
 Autocratic (Theory X)
 Democratic (Theory Y)

 Laissez-faire (free-rein)
Leadership
BehavioralTheory:
Lewin Studies
Autocratic Style - the leader uses strong,
directive, controlling actions to enforce the
rules, regulations, activities, & relationships;
followers have little discretionary influence

Democratic Style - the leader takes

collaborative, reciprocal, interactive
actions with followers; followers have high
degree of discretionary influence

Laissez-Faire Style - the leader fails to

accept the responsibilities of the position;
creates chaos in the work environment
Ohio State/U. of Michigan
Model
High
High considerationHigh structure
(employee centered)(job centered)
(employee centered)

and and
Consideration

Low structureHigh consideration

(job centered)
(employee centered)
32
41
Low considerationHigh structure
(employee centered)
(job centered)
and and
Low structure Low consideration
(job centered)
(employee centered)
Low
Initiating structure
Low High
(job centered)
 The Leadership Grid
The Managerial Grid: Blake and
Mouton’s model identifying the ideal
leadership style as having a high
concern for both production and people.
 Five major styles (out of 81 possible)

 The impoverished manager (1,1)

 The sweatshop manager (9,1)
 The country club manager (1,9)
 The organized person manager (5,5)
 The team manager (9,9)
The Leadership Grid
High 9
Concern for people 1,9 9,9

5,5

Low 1 1,1 9,1

Low 1 9 High
Concern for production
Leadership Grid Definitions
 Leadership Grid – an approach to
understanding a leader’s or
manager’s concern for results
(production) and concern for people
 “Organization Man” (5,5) – A
middle-of-the-road leader
 Authority Compliance Manager
(9,1) – a leader who emphasizes
efficient production
 Country Club Manager (9,1) – a
leader who creates a happy,
comfortable work environment
 Leadership Grid Definitions
 Team Manager (9,9) – a leader who builds a
highly productive team of committed people
 Impoverished Manager (1,1) – A leader who
exerts just enough effort to get by
 Paternalistic “father knows best” Manager

(9+9) – a leader who promises reward and

threatens punishment
 Opportunistic “what’s in it for me”
Manager (Opp) – a leader whose style aims to
maximize self-benefit
 Opportunistic
Leadership
High
Grid management

9 1,9 9,9
Country club Team
8
management management
7
Concern Paternalism/
for 6 Maternalism
management
People 5 9+9
5,5
Organization man
4
management
3 Authority-
Impoverished obedience
2 management management
1
1,1 9,1
Low 1 2 3 4 5 6 7 8 9 High
Concern for production
SOURCE: The Leadership Grid® figure, Paternalism Figure and Opportunism from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams
McCanse. (Formerly the Manageerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, (Grid Figure: p. 29, Paternalism Figure: p.
30, Opportunism Figure: p. 31). Copyright© 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.
 Fiedler’s Contingency
Theory
Fiedler’s Contingency Theory - classifies the
favorableness of the leader’s situation
 Least Preferred Coworker (LPC) - the person a leader
has least preferred to work with over his or her career
 Task Structure - degree of clarity, or ambiguity, in the
group’s work activities
 Position Power - authority associated with the leader’s
formal position in the organization
 Leader-Member Relations – quality of interpersonal
relationships among a leader and group members
 Contingency Leadership
Model
Question 1 Question 2 Question 3 Appropriate

Situat
Are leader- Is the task Is position Style

ion
member structured or power strong
relations good unstructured? or weak?
or poor?
Stro 1 Task
Structured ng
Wea 2 Task
k
Good
Stro 3 Task
Unstructure ng
d Wea
k 4
Sta End
rt Stro Relationship
Structured ng
Wea 5
Poor k
Stro Relationship
Unstructure ng
d Wea 6
k
Relationship

7 Either

8 Task
 Hersey-Blanchard
Situational
Leadership Model
Leader’s concern with task
Low High
SOURCE: Adapted from P. Hersey and K. H.
Blanchard, Management of Organizational
Behavior: Utilizing Human Resources, 3rd ed.
(Upper Saddle River, N.J.: Prentice-Hall,
1977),170.

High
Leader’s
concern
with
relationship
Low

Mature Willing/Able Unwilling/able Willing/unable Unwilling/unable Immature

Employees Employees
4 3 2 1
 Developments in
Leadership Theory
Transformational Leadership
As a
transactional leader,
I use formal rewards
& punishments.

As a
transformational leader,
I inspire and excite
followers to high levels
of performance.
Transformational
Leadership
Transformational leadership:
focuses on the behaviors of
successful top-level managers.
 Three acts:
 Recognizing the need for revitalization.
 Creating a new vision.
 Instituting a change.
 Transformational leadership styles:
 Charismatic Leadership
 Transactional Leadership
 Charismatic Leadership
 Charismatic Leadership - the use, by a
leader, of personal abilities & talents in
order to have profound & extraordinary
effects on followers
 Charisma - means “gift” in Greek
 Charismatic leaders use referent power
 Potential for high achievement &
performance
 Potential for destructive & harmful
courses of action
 Five Types of Followers
Independent, critical thinking

Alienated Effective
followers followers

Survivors
Passive Active

Yes
Sheep people
SOURCE: Reprinted by permission of
Harvard Business Review. From “In
Praise of Followers,” by R. E. Kelley,
Vol. 66 1988, p. 145. Copyright © 1988
by Harvard Business School Publishing
Corporation.

Dependent, uncritical thinking

Guidelines for Leadership
 Unique attributes, predispositions, & talents
of each leader should be appreciated
 Organizations should select leaders who
challenge but not destroy the organizational
culture
 Leader behaviors should demonstrate a
concern for people; it enhances follower well-
being
 Different leadership situations call for
different leadership talents & behaviors
 Good leaders are likely to be good followers
Leadership
“Good leaders don’t ask more
than their constituents can give,
but they often ask–and get–more
than their constituents intended
to give
or thought it was possible to
give.”
John W. Gardner,
Excellence, 1984
Emerging Issues in
Leadership
Discuss
Emotional Intelligence

Trust

Leading Virtual Teams

Women Leaders
Emergence of Women
Leaders
Discuss