LEADERSHIP

Lecture No. 10
Instructor: Sameia Farhat

©Adapted by Sameia Farhat 12-1

 Learning Objectives
After studying this chapter, you should be able to:
1. Contrast leadership and management.
2. Summarize the conclusions of trait theories of leadership.
3. Identify the central tenets and main limitations of behavioral
theories.
4. Assess contingency theories of leadership by their level of
support.
5. Contrast charismatic and transformational leadership.
6. Define authentic leadership.
7. Demonstrate the role mentoring plays in our understanding of
leadership.
8. Address challenges to the effectiveness of leadership. 12-2

©Adapted by Sameia Farhat

LO 1
Contrast Leadership and Management

• Leadership is the ability to influence a group toward the

achievement of a vision or set of goals.
• Not all leaders are managers, nor are all managers
leaders.

• Non-sanctioned leadership is often as important or more

important than formal influence.

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LO 1
Contrast Leadership and Management

• Strong leadership and strong management are needed for

optimal effectiveness.
• Leaders:
• Challenge the status quo.
• Create visions of the future.
• Inspire organizational members to want to achieve the
visions.
• Managers:
• Formulate detailed plans.
• Create efficient organizational structures.
• Oversee day-to-day operations. 12-4

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LO 2 Summarize the Conclusions
of Trait Theories of Leadership

• Trait theories of leadership focus on personal qualities

and characteristics.

• The search for personality, social, physical, or intellectual

attributes that differentiate leaders from non-leaders
goes back to the earliest stages of leadership research.

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LO 2 Summarize the Conclusions
of Trait Theories of Leadership

• A breakthrough came when researchers began

organizing traits around the Big Five personality
framework.
• Most of the dozens of traits in various leadership
reviews fit under one of the Big Five, giving strong
support to traits as predictors of leadership.

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LO 2 Summarize the Conclusions
of Trait Theories of Leadership

• The trait approach does have something to offer.

• Good leaders:
• Like being around people.
• Are able to assert themselves (extraverted).
• Are disciplined and able to keep commitments they make
(conscientious).
• Are creative and flexible (open).

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LO 2 Summarize the Conclusions
of Trait Theories of Leadership

• Another trait that may indicate effective leadership is

emotional intelligence (EI).
• Advocates of EI argue that without it, a person can have
outstanding training, a highly analytical mind, a compelling
vision, and an endless supply of terrific ideas, but still not
make a great leader.
• A core component of EI is empathy.

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LO 2 Summarize the Conclusions
of Trait Theories of Leadership

• Conclusions based on the latest findings:

• Contrary to what we believed 20 years ago, and thanks to

the Big Five, we can say that traits can predict leadership.

• Traits do a better job predicting the emergence of leaders

and the appearance of leadership than actually
distinguishing between effective and ineffective leaders.

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LO 3 Identify the Central Tenets and
Main Limitations of Behavioral Theories
• Behavioral theories of leadership imply we can train people to
be leaders.
• Ohio State Studies found two behaviors that accounted for
most leadership behavior:
• Initiating structure – the extent to which a leader is likely to
define and structure his role and those of employees in the
search for goal attainment.
• Consideration – the extent to which a person’s job
relationships are characterized by mutual trust, respect for
employees’ ideas, and regard for their feelings.

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LO 3
Identify the Central Tenets and
Main Limitations of Behavioral Theories
• University of Michigan’s objectives also identified two
behavioral types:

• The employee-oriented leader emphasized interpersonal

relationships by taking a personal interest in the needs of
employees and accepting individual differences among
them.
• The production-oriented leader emphasized the technical
or task aspects of the job, focusing on accomplishing the
group’s tasks.

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LO 3
Identify the Central Tenets and
Main Limitations of Behavioral Theories

• The GLOBE study suggests there are international

differences in preference for initiating structure and
consideration.

• Based on the values of Brazilian employees, a U.S. manager

leading a team in Brazil would need to be team oriented,
participative, and humane. Leaders high in consideration
would succeed best in this culture.

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LO 3
Identify the Central Tenets and
Main Limitations of Behavioral Theories
• Summary of Trait Theories and Behavioral Theories
• Leaders who have certain traits and who display
consideration and structuring behaviors do appear to be
more effective.
• Traits and behaviors do not guarantee success.
• Context matters, too.

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LO 4
Assess Contingency Theories of
Leadership By Their Level of Support
• The Fiedler contingency model
• A key factor in leadership success is the individual’s
leadership style.
• Least preferred co-worker (LPC) questionnaire.
Task or relationship oriented.
Assumes leadership style is fixed.

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LO 4
Assess Contingency Theories of
Leadership By Their Level of Support

• Defining the Situation

• Contingency dimensions:
1. Leader-member relations
2. Task structure
3. Position power

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LO 4
Assess Contingency Theories of
Leadership By Their Level of Support

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LO 4
Assess Contingency Theories of
Leadership By Their Level of Support
• Evaluation of the Fiedler model
• Considerable evidence to support at least substantial parts
of the model.
• Problems with the practical use of the model.
• Logic underlying the LPC is not well understood.
• LPC scores are not stable.
• Contingency variables are complex and difficult for
practitioners to assess.

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LO 4
Assess Contingency Theories of
Leadership By Their Level of Support
• Other Contingency Theories
• Situational leadership theory (SLT) is a contingency theory
that focuses on the followers.
• Successful leadership is achieved by selecting the right
leadership style, which is contingent on the level of the
followers’ readiness.

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LO 4
Assess Contingency Theories of
Leadership By Their Level of Support
• Path-goal theory, developed by Robert House:
• One of the most respected approaches to leadership.
• Contingency model of leadership that extracts key elements
from the Ohio State leadership research on initiating
structure and consideration and the expectancy theory of
motivation.
• Derived from belief that effective leaders clarify the path to
help followers achieve work goals.

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LO 4
Assess Contingency Theories of
Leadership By Their Level of Support
• Vroom & Yetton’s leader-participation model relates leadership
behavior and participation in decision making.

• Leader behavior must adjust to reflect the task structure.

• Model is normative – it provides a decision tree of seven
contingencies and five leadership styles for determining the
form and amount of participation in decision making.

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LO 4
Assess Contingency Theories of
Leadership By Their Level of Support

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LO 5
Contrast Charismatic and Transformational
Leadership

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LO 5 Contrast Charismatic and Transformational
Leadership
• Are Charismatic Leaders Born or Made?

• Some individuals are born with charismatic traits, others

are trained to exhibit charismatic behaviors.
• Develop the aura of charisma by maintaining an
optimistic view, using passion as a catalyst for
generating enthusiasm, and communicating with the
whole body, not just with words.
• Create a bond that inspires others to follow.
• Bring out the potential in followers by tapping into
their emotions.
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LO 5
Contrast Charismatic and Transformational
Leadership

• How Charismatic Leaders Influence Followers

• Articulating an appealing vision.
• Developing a vision statement.
• Establishing a new set of values.
• Conveying courage and conviction about the vision.

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LO 5
Contrast Charismatic and Transformational
Leadership

• Does Effective Charismatic Leadership Depend on the

Situation?
• People are especially receptive when they sense a crisis,
when they are under stress, or when they fear for their
lives.

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LO 5
Contrast Charismatic and Transformational
Leadership

• The Dark Side of Charismatic Leadership

• Many leaders have allowed their personal goals to override the
goals of the organization.
• Individuals who are narcissistic are also higher in some
behaviors associated with charismatic leadership.
• Some charismatic leaders are too successful at convincing
followers to pursue a vision that can be disastrous.

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LO 5 Contrast Charismatic and Transformational
Leadership

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LO 5 Contrast Charismatic and Transformational
Leadership

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LO 5
Contrast Charismatic and Transformational
Leadership
• How Transformational Leadership Works
• Creativity – theirs and others.
• Decentralization of responsibility.
• Propensity to take risks.
• Compensation is geared toward long-term results.
• Greater agreement among top managers about the
organization’s goals.
• Increase follower self-efficacy, giving the group a “can do”
spirit.

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LO 5
Contrast Charismatic and Transformational
Leadership

• Evaluation of Transformational Leadership

• Transformational leadership has been supported at diverse
job levels and occupations, but isn’t equally effective in all
situations.
• It has a greater impact on the bottom line in smaller,
privately held firms than in more complex organizations.

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©Adapted by Sameia Farhat

LO 5 Contrast Charismatic and Transformational
Leadership
• The GLOBE study of 18,000 leaders from 825 organizations in
62 countries links a number of elements of transformational
leadership with effective leadership, regardless of country.

• Very important because it disputes the contingency view

that leadership style needs to adapt to cultural differences.
• Universal elements are vision, foresight, providing
encouragement, trustworthiness, dynamism, positiveness,
and proactiveness.

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LO 6
Define Authentic Leadership
• What is Authentic Leadership?

• Authentic leaders:
• Know who they are.
• Know what they believe in and value.
• Act on those values and beliefs openly and candidly.

• The result: people come to have faith in them.

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LO 6
Define Authentic Leadership

• Ethical Leadership

• Ethics touches on leadership at a number of junctures.

• Efforts have been made to combine ethical and charismatic

leadership into an idea of socialized charismatic leadership –
leadership that conveys other-centered values by leaders who
model ethical conduct.

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LO 6
Define Authentic Leadership

• Servant Leadership

• Servant leaders go beyond their self-interest and instead

focus on opportunities to help followers grow and develop.
• Emphasize persuasion.
• Characteristic behaviors include listening, empathizing,
persuading, accepting stewardship, and actively developing
followers’ potential.

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LO 6 Define Authentic Leadership

• Trust and Leadership

• Trust – a psychological state that exists when you agree to
make yourself vulnerable to another because you have
positive expectations about how things are going to turn
out.
• A primary attribute associated with leadership.
• When trust is broken, it can have serious adverse effects
on a group’s performance.

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LO 6
Define Authentic Leadership

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LO 6
Define Authentic Leadership
• Trust as a Process
• Trust propensity – how likely a particular employee is to trust
a leader.
• Time: we come to trust people based on observing their
behavior over time.
• Can also be won by demonstrating competence.
• Leaders who break the psychological contract with workers,
demonstrating they aren’t trustworthy, will find employees
are less satisfied and less committed, have higher intentions
to turnover, engage in less citizenship behavior, and have
lower task performance.

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LO 6
Define Authentic Leadership

• What Are the Consequences of Trust?

• Trust encourages taking risks.

• Trust facilitates information sharing.
• Trusting groups are more effective.
• Trust enhances productivity.

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LO 7
Demonstrate the Role Mentoring
Plays in our Understanding of Leadership

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LO 8
Address Challenges to the
Effectiveness of Leadership

• Much of an organization’s success or failure is due to factors

outside the influence of leadership.
• In many cases, success or failure is just a matter of being in
the right or wrong place at a given time.
• The attribution theory of leadership says leadership is merely
an attribution people make about other individuals.

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LO 8 Address Challenges to the
Effectiveness of Leadership

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LO 8 Address Challenges to the
Effectiveness of Leadership

• Online Leadership
• Needs more research.
• Today’s managers and employees are increasingly linked by
networks rather than geographic proximity.
• Online leaders have to think carefully about what actions
they want their digital messages to initiate.
• Identification-based trust is difficult to achieve without
face-to-face interaction.
• Writing skills are likely to become an extension of
interpersonal skills.
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LO 8
Address Challenges to the
Effectiveness of Leadership

• Selecting Leaders
• Identifying effective leaders:
• Review specific requirements for the position.
• Consider personality tests to identify leadership traits.
• Situation-specific experience is relevant.
• Plan for a change in leadership.

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LO 8 Address Challenges to the
Effectiveness of Leadership
• Training Leaders
• Leadership training is likely to be more successful with high
self-monitors.
• Teach implementation skills.
• Teach trust building, mentoring, and situational-analysis.
• Behavioral training through modeling exercises can increase
an individual’s charismatic leadership qualities.
• Review leadership after key organizational events.
• Train in transformational leadership skills.

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Implications for Managers

• For management positions, hire candidates who exhibit

transformational leadership qualities and who have
demonstrated vision and charisma.
• Tests and interviews can help you identify people with
leadership qualities.
• Hire candidates whom you believe are ethical and
trustworthy for management roles and train current
managers in your organization’s ethical standards in order to
increase leadership effectiveness.

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Implications for Managers

• Seek to develop trusting relationships with followers

because, as organizations have become less stable and
predictable, strong bonds of trust are replacing bureaucratic
rules in defining expectations and relationships.
• Consider investing in leadership training such as formal
courses, workshops, rotating job responsibilities, coaching,
and mentoring.

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