Unit Two

Theories of Leadership
Theories of Leadership- Content

Trait Theory (30’s)

Behavioral Theory
(40’s and 50’s)
Contingency Theory
(60s and 70s)
Transformational
Theory (80s up)
Others: emergent,
distributed, shared,
level 5 leadership,
etc.
 Theories of Leadership (focus of research)

1930s 1940s/50s 1960s/70s 1980s

Trait Behavior Contingency Transformatio

al nal

trait skills follower

context Ethical
s s

styles/types of
leaders
 2.1. Trait Theory

A theory that concerns itself solely with leader

characteristics (Stogdill, 1948; Mann 1959).

Studies identified certain personal characteristics

that appear to differentiate leaders from
followers basic premise is that leaders are born.

Identified certain characteristics of the person as

essential in demonstrating leadership behavior.

Trait theories often identify particular personality

or behavioral characteristics shared by leaders.
 Trait Theory Cont’d
The trait approach to personality is focused on
differences between individuals. Which is Stable
psychological traits
The combination and interaction of various traits
forms a personality that is unique to each individual.
Trait theory is focused on identifying and
measuring these individual personality
characteristics.
 Major Assumptions of Trait Theory:
 A leader has superior or endowed/gifted qualities;
 Certain individuals possess a natural ability to lead’
 Leaders have traits which differentiate them from followers.
Give a person his or her identity
 Focus of Trait Approach
Personality
Leader
Assessments
• Focuses  Organizations use
exclusively personality assessments
on leader to find “Right” people
– What traits ◦ Assumption - will increase
leaders organizational effectiveness
exhibit
◦ Activity1-Specify
– Who has
characteristics/traits for
these traits
specific positions
Activity2-Personality assessment
measures for “fit”
Some of the common Leadership Traits

 Traits are characteristics of the person:

◦ Physical characteristics
◦ Abilities/Cognitive characteristics
◦ Personality traits
 Traits consistently associated with
leadership:
◦ Ambition and energy
◦ The desire to lead
◦ Honesty and integrity
◦ Self-confidence
◦ Intelligence
◦ Job-relevant knowledge
 Contribution of the Trait Theory
If particular traits are key features of leadership,
then how do we explain people who possess those
qualities but are not leaders? This question is one
of the difficulties in using trait theories to explain
leadership.
The trait theory suggests that individual
personalities are composed broad dispositions.
Consider how you would describe the personality
of a close friend. Chances are that you would list a
number of traits, such as outgoing, kind and even-
tempered.
A trait can be thought of as a relatively stable
characteristic that causes individuals to behave in
certain ways.
 Criticisms – Trait Theories
 No universal traits predict leadership in all
situations
 Unclear evidence of the cause and effect of
traits and leadership relationship. (Which comes
first, trait or leadership position?)
 Traits predict behavior better in “weak” than
“strong” situations.
 Provides little guidance concerning what
advice or training to give current or soon-to-be
leaders
 Better predictor of the appearance of leadership
than distinguishing effective and ineffective
leaders.
 Overlooks needs of followers
 Fails to clarify trait's relative importance.
 2.2. Behavioral Theories
Leadership-behavior research identifies
alternative leadership styles and tries to
determine which ones work best.
Leadership Style is a recurring pattern of
behaviors exhibited by a leader.
Behavioral
Behavioral Theory
Theory
Leadership
Leadership behaviors
behaviorscan
can
be
betaught.
taught.
vs.
vs.
Trait
TraitTheory
Theory
Leaders
Leaders are
areborn,
born, not
not
made.
made.
2.2. Behavioral Theories Cont’d
Behavioural theories of leadership are based on
the premise that certain behaviours differentiate
effective leaders from non-leaders.
Behavioural theories propose that specific behaviors
differentiate leaders from non-leaders
Initiating structure
The initiating structure leadership style focuses on the extent to which a leader defines and
structures their role, and the roles of their followers, in achieving organisational goals and
objectives
 E.g., task orientation, work orientation, production
orientation
Consideration
Employee needs and concerns
 The consideration leadership style is essentially the same as an employee-centred leadership
style; it focuses on meeting people’s needs and developing relationships

Examples of Behavioral Theories

Ohio Studies, Michigan Studies, Managerial Grid
Leadership Behaviors Cont’d
Initiating Structure

The degree to which a leader

structures the roles of followers by
setting goals, giving directions,
setting deadlines, and assigning
tasks.
Consideration

The extent to which a leader is

friendly, approachable, and
supportive and shows concern for
employees.
 Ohio State Studies
Initiating Structure
The extent to which a leader is likely to define
and structure his or her role and those of
subordinates 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
his/her feelings
University of Michigan Studies

Task-oriented Leader
One who emphasizes technical or task aspects of
the job

Employee-oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members
Emphasis of Task Orientation

Technology
Technology Methods
Methods

Plans
Plans Programs
Programs Deadlines
Deadlines

Getting
Getting
Goals
Goals the
the work
work
out
out
 How A Task-Oriented Leader Behaves

 Plans and Defines Work to be

Done
 Assigns Task Responsibilities
 Sets Clear Work Standards
 Urges Task Completion
 Monitors Performance Results
Emphasis of People Orientation

Mutual
Mutual
Teamwork
Teamwork Relationships
Relationships Trust
Trust
How a People-Oriented leader Behaves

 Acts Warm and Supportive Toward Followers.

 Develops Social Rapport with
Followers.
 Respects the Feelings of Followers.
 Is Sensitive to Followers' Needs.
 Shows Trust in Followers.
Le
ad
er
shi
p
Gri
d
Research Findings for Behavioral Theories
When subordinates experience a lot of pressure because of
deadlines or unclear tasks, leaders who are people oriented will
increase employee satisfaction and performance.

When the task is interesting or satisfying, there is less need for

leaders to be people oriented.

When it’s clear how to perform the task and what the goals are,
leaders who are people oriented will increase employee
satisfaction, while those who are task oriented will increase
dissatisfaction.

When people don’t know what to do, or individuals don’t have

the knowledge or skills to do the job, it’s more important for
leaders to be production oriented than people oriented.
Modern leadership theories reflect a contingency perspective which
attempts to match situational demands with appropriate leader
behaviors.

 "When and under what circumstances is a particular leadership

2.3. Situational Theories of
style preferable to others?“

Leadership
 When a manager's decisions are highly participative, the
leadership style is more subordinate-centered.

 When the decisions are more authoritarian, the style is more

boss-centered.

 According to the contingency (situational) theory a good

leader moves back and forth on a leadership style continuum
as circumstances dictate.
 The choice of leadership style depends in each case on forces
in the leader, the subordinates, and the situation itself.
 Contingency Models
Contingency Theories

All Consider the Situation

Fiedler Contingency Model
Hersey and Blanchard’s Situational
Leadership Model
Path Goal Theory

Assumptions underlying the

different models:
Fiedler: Leader’s style is fixed.
Other’s: Leader’s style can and should be
changed.
A) Fiedler‘s Contingency
Model
• Fiedler suggests that the key to
leadership success is putting the
styles to work in situations for which
they are good fits.

– The first step in applying

Fiedler's theory is to understand
one's predominate leadership style.
– The second step is to diagnose
the amount of situational
control available to the leader.
– The third step is to obtain a
Fiedler Contingency Model
Fiedler’s contingency situations:
Leader-member relations
Degree of confidence, trust, and respect
members have for leader.
Task structure
Degree to which jobs are structured.
Position power
Degree to which leader has control over
“power”: hiring, firing, discipline,
promotions, salary.

Fiedler assumed that an individual’s

leadership style is fixed.
Fiedler's Contingency Model cont’d
Leadership Style
 Relationship-oriented
 Task-oriented

Situational Control
 The extent to which a leader can determine
what a group is going to do, and what the
outcomes of its actions and decisions are
going to be.

Situational Variables
 Quality of leader-member relations (G/P)
 Degree of task structure (H/L)
 Amount of position power (S/W)
Fiedler‘s Contingency Model cont’d
Matching Leadership Style and
Situations
 Neither the task-oriented not the
relationship-oriented style is effective all the
time.
 Instead, each style appears best when used
in the right situation.

Prospective leaders should actively seek

situations which match their leadership
style, and when a mismatch occurs:
 Engage in Situational Engineering, or
 Change one's leadership style
 B) Hersey-Blanchard Situational
Leadership Theory
 The Hersey and Blanchard (1972) theory of Situational Leadership
suggests that leaders should match their leadership style to the
development level of the person, or group of people, being lead.

This situational theory suggests that successful

leaders adjust their styles depending on the
readiness of followers to perform in a given
situation.
 Readiness refers to how able, willing, and confident
followers are in performing required tasks.
Thus, according to this theory, one of the key
characteristics of effective leadership is to assess
the leadership situation correctly, select and apply
the appropriate style, and continuously review the
choice.
 Hersey-Blanchard Situational Leadership
Theory …

This theory proposed four leadership styles

which suggest that leaders should put
greater or less focus on the task in question
and/or the relationship between the leader
and the follower, depending on the
development level of the follower

 Delegating - allowing the group to make and take

responsibility for tasks...
 Participating - emphasizing shared ideas and
participative decisions...
 Selling - explaining task directions in a
supportive and persuasive way...
 Telling - giving specific task directions and
closely supervising work...
Hersey and Blanchard’s Situational Leadership
Theory

Leader Behaviours
(High)

g
tin Se
Relationship Behaviour

a l l in
cip g
rti
Pa S3 S2

g
atin Te
ll ing
g
D ele
S4 S1

(Low) Task behaviour (High)

Follower Readiness

R4 R3 R2 R1
Able and Able and Unable and Unable and
willing unwilling/ willing unwilling/
apprehensive insecure

High Moderate Low

Hersey & Blanchard’s situational leadership model
(cont’d)

The basics of the theory:

1.If the task readiness is low, the manager should focus
on the task and focus less on the employees, in order
to help the group achieve some succes and begin to
learn,
2.As the task readiness increases, the manager should
reduce his focus on the task and increase focus on the
employee behaviour in order to help the group grow,
3.As the readiness continues to increase, the manager
should reduce both task- and relational behaviour,
because the group is developing confidence and the
ability to work on its own,
4.As the group achieves top readiness, the manager can
continue to reduce task- as relational behaviour, and
 C) Path-Goal Theory

Path-goal situational leadership-

Definition
 Path-goal theory:

 Centers on how leaders motivate

subordinates to accomplish
designated goals
 Emphasizes the relationship between

 the leader’s style

 the characteristics of the

 Path-Goal Theory Description CONT’D

Path-goal situational leadership-

Perspective
• Goal - To enhance employee performance and
satisfaction by focusing on employee motivation
• Motivational Principles (based on Expectancy Theory) -
Subordinates will be motivated if they believe:
 they are capable of performing their work

 that their efforts will result in a certain outcome

 that the payoffs for doing their work are

worthwhile
 Path-goal situational leade rship connt’d

• Challenge to Leader
Use a Leadership Style that best meets
subordinates’ motivational needs,
 Choose behaviors that complement or
supplement what is missing in the work
setting,
 Enhance goal attainment by providing
information or rewards,
 Provide subordinates with the elements
they need to reach their goals,
PATH-GOAL THEORY-Conditions of Leadership
Motivation

Leadership generates motivation

when:
– It increases the number and kinds of payoffs subordinates
receive from their work

– Makes the path to the goal clear and easy to travel through
with coaching and direction

– Removes obstacles and roadblocks to attaining the goal

– Makes the work itself more personally satisfying

36
 PATH-GOAL THEORY-Leader Behaviors

1) Directive Leadership
• Leader who gives subordinates task
instruction including:
 What is expected of them
 How task is to be done
 Timeline for task completion
 Clear standards of performance
 Clear rules & regulations
 PATH-GOAL THEORY-Leader Behaviors

2) Supportive Leadership
Leader who is friendly and approachable:
 Attending to well-being & human needs of
subordinates
 Using supportive behavior to make work
environment pleasant
 Treating subordinates as equals & giving
them respect for their status
PATH-GOAL THEORY-Leader Behaviors

3) Participative Leadership
• Leader who invites subordinates to
share in the decision-making:
 Consults with subordinates

 Seeks their ideas & opinions

 Integrates their input into

group/organizational decisions
 PATH-GOAL THEORY-Leader Behaviors

4) Achievement-Oriented Leadership
• Leader who challenges subordinates to perform work
at the highest level possible:
 Establishes a high standard of excellence
for subordinates
 Seeks continuous improvement
 Demonstrates a high degree of
confidence in subordinates’ ability to
establish & achieve challenging goals
PATH-GOAL THEORY-Subordinate Characteristics

Strong need for affiliation

 Friendly and concerned leadership is a
source of satisfaction
 Supportive Leadership

Preference for Structure

 Dogmatic & authoritarian

• Leadership provides psychological

structure, task clarity, & greater sense of
certainty in work setting
 Directive Leadership
PATH-GOAL THEORY-Subordinate Characteristics

Desire for Control

Internal locus of control
 Leadership that allows subordinates to
feel in charge of their work & makes
them an integral part of the decision-
making process
 Participative Leadership
External locus of control
 Leadership that parallels subordinates
feelings that outside forces control their
circumstances

PATH-GOAL THEORY-Subordinate Characteristics

Perception of their own ability –

specific task

 As perception of ability and

competence goes up, need for
highly directive leadership goes
down
 Directive leadership may become
redundant, possibly excessively
controlling
PATH-GOAL THEORY-Task Characteristics

Components of Task
Characteristics
 Design of subordinates’ task

 Organization’s formal authority

system
 Primary work group of
subordinates
 PATH-GOAL THEORY-Task Characteristics

Task Situations Requiring Leader

Involvement
• Unclear and ambiguous - Leader needs to provide
structure
• Highly repetitive - Leader needs to provide support to
maintain subordinate motivation
• Weak formal authority - If formal authority system is
weak, the leader needs to assist subordinates by making
rules and work requirements clear
• Nonsupportive/weak group norms - Leader needs to
help build cohesiveness and role responsibility
How Does Path-Goal Theory Work?
 Strengths of Path-Goal Theory

• Useful theoretical framework. Path-goal

theory is a useful theoretical framework for
understanding how various leadership
behaviors affect the satisfaction of
subordinates and their work performance.
• Integrates motivation. Path-goal theory
attempts to integrate the motivation
principles of expectancy theory into a theory
of leadership.
• Practical model. Path-goal theory provides
a practical model that underscores and
highlights the important ways leaders help
Questions?
2.4. Charismatic Leadership Theo
2.4. Charismatic Leadership Theory

Charismatic Leadership Theory

• Those who develop special leader-follower
relationships and inspire followers in
extraordinary ways.
• Followers make attributions of heroic or
extraordinary leadership abilities when they
observe certain behaviors.
• Charismatic leader creates an exceptionally strong
Charismatic
Charismaticleaders:
relationship between leader and follower.
leaders:
1.
1. Have
Haveaavision.
vision.
2.
2. Are
Arewilling
willingto
totake
takepersonal
personalrisks
risksto
toachieve
achievethe
thevision.
vision.
3.
3. Are
Aresensitive
sensitivetotofollower
followerneeds.
needs.
4.
4. Exhibit
Exhibitbehaviors
behaviorsthat
thatare
areout
outof
ofthe
theordinary..
ordinary
 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
 Kinds of Charismatic Leaders

• Ethical Charismatics
– provide developmental opportunities
– are open to positive and negative
feedback
– recognize others’ contributions
– share information
– show concern for the interests of the
group

• Unethical Charismatics
– control and manipulate followers
– do what is best for themselves
– only want positive feedback
– motivated by self-interest
 The Qualities of Ethical and Unethical
Charismatic Leaders and their Effects on
Followers
ETHICAL CHARISMATIC UNETHICAL CHARISMATIC
LEADERS LEADERS
KEY CHARACTERISTICS AND BEHAVIORS
Uses power to serve others
Uses power for personal gain
Aligns vision with followers’ or impact
needs and aspirations Promotes own personal
Considers and learns from vision
Censures critical or opposing
criticism
views
Demands own decisions be
Stimulates followers to think
accepted without question
independently and to question
the leader’s views
Uses one-way communication
Uses open, two-way
Is insensitive to followers’
communication needs
Coaches and develops Relies on convenient external
followers; shares recognition moral standards to satisfy self-
with followers interests
The Qualities of Ethical and Unethical Charismatic
Leaders and their Effects on Followers (cont’d)
MAJOR IMPACTS ON FOLLOWERS

ETHICAL CHARISMATIC UNETHICAL CHARISMATIC

LEADERS LEADERS

Select and produce

Develop followers’ ability obedient, dependent, and
to lead themselves compliant followers
Use crises as learning Use crises to solidify their
experiences, to develop a own power base, to
sense of purpose in the minimize dissent, and to
mission and vision, and to increase brings
Success dependence of
delusions
emphasize the leader’s followers
on invincibility and
intention to do right greatness; and extreme
Avoid the trappings of emphasis on image
success, rather shares management
credit with followers and
stays humble
Key Skills, Characteristics, and Sources of
Power for Charismatic Leadership

Self-confidence
Self-confidence&&
self-assurance
self-assurance
Assertive,
Assertive,dynamic,
dynamic, Need
outgoing Needfor
forpower
power&&
outgoing &forceful
& forceful low
lowauthoritarianism
authoritarianism

Key Skills, Characteristics

& Sources of Power for
Charismatic Leadership
Communication Legitimate
Communication&& Legitimate
rhetorical power
rhetoricalskills
skills power

Referent
Referentpower
power Expert
Expertpower
power
 Effects of Charismatic Leadership on
Followers

High
Highemotional
emotional High
Highesteem,
esteem,trust,
trust,
involvement
involvement&& acceptance
acceptance&&loyalty
loyalty
attachment
attachmentto
tothe
theleader
leader to
tothe
theleader
leader

High
Highsatisfaction
satisfactionwith High
with Highself-esteem,
self-esteem,
the
theleader,
leader,work
work&& self-assurance,
self-assurance,&&
organization
organization experienced
experienced
Traits, Skills and Sources meaningfulness
meaningfulness
of Power that Help a of
ofwork
work
Leader Effectively Use
Low
Lowstress
stresslevel
level&& Rewards and Punishments High
Highorganizational
organizational
low
lowjob
jobburnout
burnout commitment
commitment

Possible High
Highindividual
individual&&
Possiblehatred
hatredof ofleader
leader
&&physical or financial group
groupperformance
performance
physical or financial
Destruction
Destructionof
offollowers
followers
 Applying the Model of Charismatic
Leadership
1. DIAGNOSING THE SITUATION
• Do followers face a crisis or extreme uncertainty causing them distress, anxiety,
isolation, helplessness, or low self-esteem?
• Are followers’ tasks creative or inherently satisfying?
• Is there a history of charisma in the organization?
• Does the leader have a high-level position, status, or expertise?
• Are there formal plans, goals, and procedures that support the leader’s mission?
• Are there educated and professional followers who support the leader’s mission?

If “yes” to one or more of these questions then followers will probably respond favorably
to charismatic leadership.

3. MODIFYING FOLLOWERS & SITUATIONS 2. PROVIDING LEADERSHIP

Leaders also act to:
• Alleviate crisis, uncertainty,
Leader demonstrates charismatic
distress, anxiety, isolation, or low behaviors like the following:
self-esteem. • Advocating a moral mission & vision
• Make followers’ tasks more creative • Using inspirational rhetoric
and satisfying • Building own image in followers’ eyes
• Increase their own rank, status, and • Role modeling behavior for followers
expertise with high expectations & confidence
• Create plans, goals, and procedures • Taking risks to achieve mission
that support or replace the leader’s • Frame alignment to guide follower
mission behavior
• Develop educated or professional
followers
2.5. Transactional and Transformational Leadership Theories

• Transformational leadership is a leadership style that can inspire

positive changes in those who follow
• Transformational leaders are said to influence followers to adopt new values and
visions, and transcend personal goals and interests for achievement of collective
goals.
• Generates awareness and acceptance of group’s purpose and
mission.
• Gets followers to accomplish more than they
intended or thought possible.
 Transactional and Transformational Leadership Theories cont’d

Charismatic leadership and transformational

leadership are frequently viewed as interchangeable.

Both include many similar behaviors such as

developing and articulating an inspirational vision,
advocating a moral mission that reflects followers’
values and needs, arousing follower emotions to
identify with the leader and the mission, role
modeling, frame alignment, and inducing extra effort
from followers to achieve high levels of performance.
Transformational leaders trend to be
charismatic, but are strong on vision!
 Transformational Leadership
Bass' Transformational Leadership Theory
• Bass (1990) identified three ways in which leaders transform followers:
– Increasing their awareness of task importance and value
– Getting them to focus first on team or organisational
goals, rather than their own interests
– Giving personal attention to each follower

Burns' Transformational Leadership Theory

• Burns (1978) believed that transformational leaders raise the bar by
appealing to the higher ideals and values of followers
– Burns' view is that transformational leadership is more
effective
– An appeal to social values encourages people to
collaborate, rather than working as individuals potentially
in competition with one another
– Views transformational leadership as an ongoing process
rather than the discrete of the transactional approach
exchanges
Organisational Behaviour, edited by Christine Cross and Ronan Carbery
©Palgrave, Macmillan 2016
Transactional and Transformational Leadership Theories
cont’d

Transformational Transactional leadership

leadership • Involves an exchange
• Followers are more aware relationship, in which
followers exert effort
of the importance of task
for the purpose of
outcomes, and they may
getting contractual
transcend their self-
benefits in return from
interest for achievement of
the leader and/or the
group interests, have
group.
higher self-confidence, and
exert more effort for task
performance.
Transformational and transactional leadership are not
mutually exclusive
 Transactional and Transformational
Leadership cont’d
Transactional Leaders • Contingent Reward

Leaders who guide or • Management by

Exception (active)
motivate their followers in
• Management by
the direction of established
Exception (passive)
goals by clarifying role and
• Laissez-Faire
task requirements

Transformational Leaders • Idealized Influence

Leaders who provide the • Inspirational
four “I’s” (individualized Motivation
consideration, inspirational • Intellectual
motivation, idealized Stimulation
influence, and intellectual • Individual
stimulation) Consideration
 Characteristics of Transactional Leaders

Contingent Reward: Contracts

exchange of rewards for effort,
promises rewards for good
performance, recognizes
accomplishments
Management by Exception (active):
Watches and searches for deviations
from rules and standards, takes
corrective action
Management by Exception (passive):
Intervenes only if standards are not
met
 Characteristics /DIMENSIONS of
Transformational Leaders

Idealized Influence: Provides vision

and sense of mission, instills pride,
gains respect and trust
Inspiration: Communicates high
expectations, uses symbols to focus
efforts, expresses important
purposes in simple ways
Intellectual Stimulation: Promotes
intelligence, rationality, and careful
problem solving
Individualized Consideration: Gives
 Servant Leadership
Adapted from “The Servant as Leader”:
The servant-leader is servant first… It begins with the
natural feeling that one wants to serve, to serve first.
Then conscious choice brings one to aspire to lead.
-That person is sharply different from one who is
leader first…
…The best test, and difficult to administer, is: Do those
served grow as persons? Do they, while being served,
become healthier, wiser, freer, more autonomous, more
likely themselves to become servants? And, what is the
effect on the least privileged in society? Will they benefit
or at least not be further deprived?"
†
 Servant Leadership
• What do those Two words mean ?
1st - Servant – what does good look like in this role
• Voluntary
• Submits to a higher purpose
• Performs the servant role without any expectation of
reward
• Serves others needs before their own
• Thinks of others and caring for them
• Realizes the value of our fellow human beings
 Servant Leadership
2nd Leadership – views today
Leadership for Servant Leaders rests on these
types of thoughts and questions
• What can I do for others
• How can I help
• How can I engage others to help
• How can I create an environment for others
 Ten Characteristics of Servant Leadership

• Listening
• Empathy
• Healing
• Awareness
• Persuasion
• Conceptualization
• Foresight
• Stewardship
• Commitment to the Growth of People
• Building Community
†
 Three Groups of Servant Leadership

Relationship-building Actions

 Listening – (to self and others)

 Empathy – (understanding)
 Healing – (search for wholeness of self and others)
 Awareness – (of self and of others)

Future-oriented Actions

 Persuasion – (building consensus)

 Conceptualization – (dreams and of day-to-day operations)
 Foresight – (intuitive ability to learn from past and see
future consequences of actions)
 Three Groups Continued…

Community – oriented Actions

 Stewardship – (holding institution in trust for the

good of society)
 Commitment to Growth – (personal, professional,
spiritual of self and others)
 Building Community – (benevolent, humane,
philanthropic, to benefit others)
 Characteristic Breakout
SERVANT-LEADER

Servant Leader

Listening Stewardship Awareness

Empathy Commitment to People Persuasion

Healing Building Community Conceptualization

Foresight

†
 Leader-Member Exchange Theory

• Leader-member exchange (LMX) theory:

– views leadership as a process
• focuses on the interactions between a leader and
subordinates.

• Some theories focus on characteristics and behaviors of

leaders:
– trait approach, skills/ behavioral approach, and style approach.

• Other theories focus on characteristics of the follower

and the context:
– situational leadership, contingency theory, and path-goal
theory.

73
Foundations of Leader–Member Exchange Theory

It is a relationship-based theory of leadership that focuses

on the two-way relationship between leaders and followers.
-Unlike behavioral leadership theories, that focus on what
leaders do, such as transformational, authentic, servant, or
empowering leadership theories,
-LMX theory rests firmly on the assumption that leaders
influence employees in their group (referred to as members)
through the quality of the relationships they develop with
them.
-A high quality relationship is characterized by trust, liking,
professional respect, and loyalty (Liden and Maslyn, 1998).
-leaders develop relationships of varying quality with their
subordinates 74
The theory states that all relationships between managers and subordinates go
through three stages. These are:
1. Role-Taking. 2. Role-Making. 3.Routinization.
1. Role-Taking
It occurs when team members first join the group. Managers use this time to assess
new members' skills and abilities.
2. Role-Making
New team members then begin to work on projects and tasks as part
of the team. In this stage, managers generally expect that new team
members will work hard, be loyal and prove trustworthy as they get
used to their new role.
3. Routinization
During this last phase, routines between team members and their
managers are established.
In-Group team members work hard to maintain the good opinion of
their managers, by showing trust, respect, empathy, patience, and
persistence.
75
 Central Idea of LMX
• High-quality leader-member exchanges result in:
– Less employee turnover
– More positive performance evaluations
– Higher frequency of promotions
– Greater organizational commitment
– More desirable work assignments
– Better job attitudes
– More attention and support from the leader
– Greater participation
– Faster career progress

“Leadership Making”
76
 What is Authentic Leadership?
• Authentic leadership is a style of leadership
where the leader leads in a way that is
genuine to who they are.
– They want themselves and their team to grow
– Anyone can be an authentic leader
– Show servant leadership qualities
– Focus on people, not profit
 Authentic Leaders
• They:
– Are self aware!!! – “Commit to
– Empower employees excellence, not
perfection”
– Tell the truth
– “Lead from the heart”
– Do the right thing
– Focus on the future
– Morally responsible
 Characteristics of Authentic Leaders
 They are committed to bettering themselves
 They Cultivate self awareness
 They are Disciplined
 They are Mission-Driven
 They Inspire Faith
 Reading assignment

-Adaptive Leadership
 INDIVIDUAL ASSIGNMENT (20%)

1. WRITE THE DIFFERENCE BETWEEN EACH THEORY .

2. IN WHICH CONDITION WE SHOULD APPLY EACH

THEORY?

3. WHAT ARE THE STRENGTHS AND HOW CAN YOU

CRITICIZE EACH THEORY?

Questions?