Overview of Leadership

• Leadership is defined as…

– “The ability to influence a group toward the
achievement of goals” (Robbins, 2002)
– “A special case of interpersonal influence that
gets an individual or group to do what the
leader wants done” (Schermerhorn, Hunt &
Osborn, 2003)
– “Influencing, motivating, and enabling others to
contribute toward the effectiveness and success
of the organizations of which they are
members” (McShane & Von Glinow, 2005)
 Leadership versus Management
• Leadership is the ability to influence a
group toward the achievement of goals
– “Effective leaders do the right things”

• Management is the use of authority inherent

in a designated formal rank to obtain
compliance from organizational members
– “Effective managers do things right”
 Leadership versus Management
• Leaders… • Managers…
– Establish direction – Plan and budget
– Align people with goals – Organize and staff
– Motivate and inspire – Control and solve problems
– Produce Change – Produce consistent results
– Emphasize effectiveness – Emphasize efficiency
– Have a long-term – Focus on day-to-day agenda
perspective – See path to reach goals
– See the overall picture
 Leadership Styles
Classification on the basis of authority retained
• Authoritarian
• Participative
 Consultative
 Consensual
• Democratic
• Laissez - Faire
 Task vs. People
Task Emphasis
Low High
High Supporting Participative
Style Style
People
Emphasis Low Laissez Faire Autocratic Style
 The Study of Leadership
• Leadership trait theories
– What personal characteristics make a good leader?
– A property approach
• Leadership behavior theories
– What behaviors do leaders perform?
– A process approach
• Situational leadership theories
– What contingency factors influence leadership?
 Trait Theories
Traits Theories of Leadership
LeadershipTraits
Traits::
Leadership
•• Ambition
Ambitionand
andenergy
energy
Theories that consider
•• The
Thedesire
desireto
tolead
lead
personality, social,
physical, or intellectual •• Honest
Honestand
andintegrity
integrity
traits to differentiate •• Self-confidence
leaders from non-leaders. Self-confidence
•• Intelligence
Intelligence
•• High
Highself-monitoring
self-monitoring
Trait theory focuses on
individual characteristics •• Job-relevant
Job-relevant
knowledge
knowledge
of the successful leaders
 Trait Theories
Limitations
Limitations::
•• No
Nouniversal
universaltraits
traitsfound
foundthat
thatpredict
predict
leadership
leadershipin inall
allsituations.
situations.
•• Unclear
Unclearevidence
evidenceof ofthe
thecause
causeand
andeffect
effect
of
ofrelationship
relationshipof ofleadership
leadershipand
andtraits.
traits.
•• Better
Betterpredictor
predictorof ofthe
theappearance
appearanceof of
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
andineffective
ineffectiveleaders.
leaders.
Behavioral Theories of
Leadership

•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.
 Ohio State Studies
Initiating Structure
The extent to which a leader is
likely to define and structure his
or her role and those of sub-
ordinates in the search for goal
attainment.

Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.
 Ohio State Studies
Initiating Structure behavior
Low High
High Human Democratic
Relations
Consideration
Behavior
Low Laissez Faire Autocratic
 Ohio State Studies
• Ohio state studies identified two separate
dimensions of leadership
– Leaders high in both initiating structure and
consideration tended to achieve high employee
performance and satisfaction
– The “high-high” style did not always result in
positive consequences
– High initiating structure led to greater rates of
grievance, absenteeism, and turnover and lower
levels of job satisfaction for routine jobs
 University of Michigan Studies
Employee-Centered Leader
Emphasizing interpersonal relations; taking a personal
interest in the needs of employees and accepting
individual differences among members.
They encourage employee participation in goal setting
and in other work related decisions, and help ensure
high performance by inspiring respect and trust.

Production-Centered Leader
One who emphasizes technical or task aspects of the job.
They set rigid work standards, organize tasks down to
the last detail, prescribe the work method to be followed
and closely supervise subordinates performance.
 Michigan Studies

– Michigan researchers favored employee-oriented

leaders
– Employee orientation associated with higher group
productivity and higher job satisfaction
– Production orientation associated with low group
productivity and lower job satisfaction
 The
Managerial
Grid
(Blake and
Mouton)
Behavioral Theories of Leadership

The
Managerial
Grid
 Contingency Models of Leadership

• Fiedler’s Contingency Model

• Path-Goal Theory
• Hersey and Blanchard’s Situational Theory
 Fiedler’s Contingency Model
Effectiveness of a leader depends upon
• His motivational style
 task oriented
 relation oriented
The motivational style of leader is measured through the
least preferred coworker concept

• The favorableness of the situation

The situation is favorable to the leader when he has
influence and control over his subordinates’ performance
Fiedler’s Contingency Model
 Contingency Models of Leadership

Fiedler’s
Least
Preferred
Co-worker
Scale

High LPC-
relation
oriented

Low LPC-
task
orientation
 Fiedler’s Contingency Model

Situational favorableness:
The appropriate leadership
style depends on the
combination of three
contingency variables.
 Fiedler’s Contingency Model

A task-oriented leader will perform better in

high as well as low control situations

A relation-oriented leader will perform

better in moderate control situations.
 Path-Goal Theory

Path-Goal Theory
The theory that it is the leader’s
job to assist followers in attaining
their goals and to provide them
the necessary direction and/or
support to ensure that their goals
are compatible with the overall
objectives of the group or
organization.
The Path-Goal Theory
 Path Goal Theory
Four leadership styles in path-goal theory
– Directive
• Let followers know what is expected, schedule work for them, give
specific guidance
– Supportive
• Be friendly and show concern for needs of followers
– Participative
• Consult with followers and use their suggestions to make decisions
– Achievement-oriented
• Set challenging goals and expect followers to perform at their highest
levels
 Path-goal theory
• Predictions from path-goal theory
– Directive leadership will lead to greater satisfaction when tasks
are ambiguous or stressful
– Supportive leadership results in high performance and
satisfaction when employees are performing structured tasks
– Directive leadership is likely to be perceived as redundant
among employees with high perceived ability or considerable
experience
– Employees with an internal locus of control will be more
satisfied with a participative style
– Achievement-oriented leadership will increase employees’
expectancies that effort will lead to high performance when tasks
are ambiguously structured
 Path goal theory
• Path-Goal Theory research support:
– Employee performance and satisfaction will
be positively influenced when the leader
compensates for factors lacking in either
• the employee (Skill/Experience , Locus of Control)
• or the work setting (Task Structure,Team Dynamics)
Leadership Styles and Follower
Readiness
(Hersey and Blanchard)
Follower Unwilling Willing
Readiness

Able Supportive
Monitoring
Participative

Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations
Leader–Member Exchange Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.
Leader-Member Exchange
Theory
Charismatic Leadership
Key
KeyCharacteristics:
Characteristics:
1.1. Vision
Visionand
and
articulation
articulation
2.2. Personal
Personalrisk
risk
3.3. Environmental
Environmental
sensitivity
sensitivity
4.4. Sensitivity
Sensitivityto
to
follower
followerneeds
needs
5.5. Unconventional
Unconventional
behavior
behavior
 Key Characteristics of Charismatic
Leaders
1. Vision and articulation. Has a vision—expressed as an
idealized goal—that proposes a future better than the status quo;
and is able to clarify the importance of the vision in terms that are
understandable to others.
2. Personal risk. Willing to take on high personal risk, incur high
costs and engage in self-sacrifice to achieve the vision.
3. Environmental sensitivity. Able to make realistic assessments
of the environmental constraints and resources needed to bring
about change.
4. Sensitivity to follower needs. Perceptive of others’ abilities
and responsive to their needs and feelings.
5. Unconventional behavior. Engages in behaviors that are
perceived as novel and counter to norms.