LEADERSHIP

Chapter 12
Session 19

(Mamoona Arshad)
 Quick Recap
- Leadership characteristics
- Follower’s role
- Sources of leaders’ power
- Trait andInsert Image
behavioral
approaches
Main definitions :
- Task vs behavioral approach.
- Task/ directive vs group/
supportive performance.
- Autocratic vs democratic.
LEARNING OUTCOMES
What would be learn?

• Describe behaviors that will make you a better leader, and know when
situations call for them.
• Describe various leadership styles
• Distinguish between charismatic and transformational leadership.

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 THE EVOLUTION OF LEADERSHIP APPROACHES

Contingency / situation approach

(person x situation)

Fiedler’s
contingency House’s
theory path-goal
(enduring theory
Behaviors personality-like (behavior
(task and qualities) repertoire)
people)
Traits

1900 1950 1960 1970

4
Time
 Which approach did Coach BOONE
adopted?
a) Trait
b) Behavioral
“POLL” c) Contingency/situational
 Fiedler’s contingency theory of leadership
• Person has a behavioral predisposition
• Determines leader effectiveness on the three dimensions

• Leader-member relations
• Quality of the relationship between subordinates and leader
• Amount of trust between leader and subordinates
• Leader is liked and respected by subordinates.

• Task structure
• Position power

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 Fiedler’s contingency theory of leadership:
Effective leadership varies from situation to situation.
• Favorableness of situation for leader's influence
• Favorable situations allow high leader influence
• Unfavorable situations allow little leader influence
• Task-oriented leaders more effective in highly favorable or
highly unfavorable situations

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 Fiedler’s contingency theory of leadership

• Suggests that leadership is fixed that can be measured through

LPC
• LPC – Person with whom you enjoy least to work with. How do
you feel about him is determined through score.
• If score low - ?
• If score high – ?

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 Fiedler’s contingency theory of leadership

• Suggests that leadership is fixed that can be measured through

LPC
• LPC – Person with whom you enjoy least to work with. How do
you feel about him is determined through score.
• If score low - task oriented
• If score high – relationship oriented.

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 Fiedler’s contingency theory of leadership

Relationship-oriented leaders- view scores positively.

• They are high LPC, Focus more on personal connections, good in
avoiding conflicts.
Task-oriented leaders - view scores negatively
• Perceives low LPC are effective for task completions
• Quick in group organizing an projects
• Relations are less prioritized.

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Path goal
theory

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CONT..
Path goal theory

• Leader behaviors:
• Directive (task-centered): what, when, how
• Supportive (people-centered): concern for people and the
needs they try to satisfy
• Participative: consults with subordinates; seriously
considers their ideas
• Achievement-oriented: emphasizes excellence in
performance; sets high performance goals

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CONT..
Path goal theory
• Leaders affect a subordinate's motivation to reach desired
goals
• Rewards when person reaches desired goals
• Supportive while person tries to reach goals
• Makes inherently motivating task assignments
• Clears barriers to goal accomplishment
• Clearing subordinates' paths so they can reach desired goals

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 situational theories

Fiedler’s Based on the power, control a situation gives to

contingency the leader
theory
Path goal Influencing subordinates’ perceptions to reach
the work goals.

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PERSPECTIVES ON LEADERSHIP
Why people remember some leaders?

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 REFLECTION:
REMEMBER THE
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TITANS
PERSPECTIVES ON LEADERSHIP
Charismatic leadership
• Charismatic leaders are dominant, Positive outcomes
exceptionally self-confident, and have a
strong conviction in the moral righteousness• improve corporate
of their beliefs. financial
performance
• Serve as ethical role models for others.
• under uncertainty
• Articulates ideological goals and makes or when
sacrifices in environments are
pursuit of those goals. changing
• Arouses a sense of excitement and
adventure.
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CONT..
Transformational leader transactional leaders
• who motivates people to • who manage through
transcend their personal interests transactions, using their
for the good of the group. legitimate, reward, and coercive
powers to give commands and
• They generate excitement and exchange rewards for services
revitalize organizations. rendered.
Outcomes
• Increase employees creativity
• Feel intrinsically motivated
• Personal development
• Commitment to work
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DIFFERENCES

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DIFFERENCES

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CONT..
Transformational leader - Strategies
• have a vision—a goal, an agenda,
• communicate their vision; through words, manner,
• consistent, dependable, and persistent.
• They do not feel self-important or complacent; rather, they recognize
their personal strengths, compensate for their weaknesses (self-
aware)
• nurture and continually develop their talents,
• and know how to learn from failure.

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TRANSFORMATIONAL LEADER AND CHARISMATIC LEADER
Are they similar?
• Charismatic leaders by nature are transformational, but not all
transformational leaders achieve their transforming results through the
charismatic effects of their personalities.
• Transformational leaders are similar to charismatic leaders in that they can
articulate a compelling vision of the future and influence followers by
arousing strong emotions in support of the vision
• Transformational leaders can emerge from different levels of the
organization
• Charismatic leaders are most likely to emerge in the times of a crisis
• The response by people to a charismatic or transformational leader is often
different, but the emotional levels of resistance toward charismatic leaders
are more extreme than those toward transformational leaders.
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 Outstanding leaders combine
good strategic and effective
interpersonal processes to
formulate and implement
strategies that produce results
and sustainable competitive
advantage.
“CONCLUSION
” An effective leader is the one
whose style is based on the
environmental and situational
characteristics. That is not
stagnant rather change when