Module 10 Leading

1. Meaning of leadership
 Leadership is influence to achieve objectives
-process that cause people to strive willingly and enthusiastically toward the achievement of
group goals
-the process of guiding the activities of organization members in appropriate directions
-any behavior that cause a change in attitude or behavior of another person or group
-the relationship in which one person cause others to work together willingly on related
tasks to attain goals desired by the leader and/or the group
-the process that causes others to behave in preferred ways or to follow a particular course
to accomplish organizational objectives
-the activity that maximizes productivity, stimulates creative problem solving, and promotes
morale and satisfaction
-the ability to direct people toward the attainment of organizational goals
-the process of directing the behavior of others toward the accomplishment of some
objective.
-it is getting things accomplished through people
-the ability to consistently deliver extraordinary results by making decisions about values
and resources
-the capacity to for setting strategy, allocating resources, and executing the strategy
-the ability, art, and process of getting people do or not do certain activities directed towards
the achievement of organizational goals
2. Nature and meaning of power and authority
 Power
-the ability or capacity to influence others to do something they would not otherwise do
-the ability to influence the behavior of others
-the ability to command or apply force and it need not be accompanied by authority
-the extent to which an individual is able to influence others so that they respond to orders
 Authority
-the right to perform or command or issue directive and expend resources
-it stems from the position created by the organization
-the amount of authority that a manager can exercise depends on the amount of coercive,
reward, and legitimate power that the manager can exert in a certain position.
3. French and Raven’s Five Sources of power
EXTERNAL SOURCES (instruments of a manager)
a. Legitimate power
-based on an individual’s position in the organization and the authority granted to it
-generate compliance from followers
b. Reward power
-comes from the ability and authority of one individual to provide rewards, either intrinsic or
extrinsic or extrinsic, for compliance with this individual’s wishes
-generate compliance from followers
c. Coercive power
-comes from the authority to punish or recommend punishment
-based on fear, the subordinate does what is required to avoid punishment
-the disciplinary policies of organizations generally are based on this type of power
-creates resistance or an attempt to disobey orders
 PERSONAL POWER ( tools of a leader)
d. Expert power
-based in the special skill, expertise, or knowledge that a particular individual possesses
-generates commitment
-it is particularly important when change is the desired outcome of a leader’s instructions
because change carries risk and uncertainty
e. Referent power
-results from characteristics that command subordinates’ identification with, respect and
admiration for, and desire to emulate the leader
-it is exemplified by the charismatic individual who has unusual traits that allow that person
to control situations
-generates commitment
-commitment assists the follower in overcoming fear of change
4. Two classes of leaders
 Formal leader
-holds a position in an organization either by election or by appointment
-power comes from the organization
 Informal leader
-emerges in an informal group and the one seen by the group as most capable of satisfying
its needs.
-power comes from the group
5. Leadership versus Management
Leadership Management
Warren Bennis -One who do the right things -One who do things right
-Innovates -Administers
-An original -A copy
-Develops -Maintains
-Focuses on people -Focuses on systems and structures
-Inspires trust -Relies on control
-Long-range perspective -Short range view
-Asks what and why -Asks how and when
-Eyes on the horizon -Eyes always on the bottom line
-Originates -Intimates
-Challenges the status quo -Accepts the status quo
-His own person -The classic good soldier
Genevieve -Embodies the soul characterized as -Embodies the mind, characterized as
Capowski visionary, passionate, creative, rational, consulting, persistent,
flexible, inspiring, innovative, problem-solving, tough-minded,
courageous, imaginative, analytical, structured, deliberate,
experimental, change initiator, with authoritative, stabilizing, with power
power based on personal trait based on position
John P. Kotter Establishing direction Planning and budgeting
-Developing a vision for the future, -Establishing detailed steps and
often the distant future and timetables for achieving needed
strategies for producing the changes results, and then allocating the
needed to achieve that vision resources necessary to make that
happen
 Aligning people Organizing and staffing
-Communicating the direction by -Establishing some structure for
words and deeds to all those whose accomplishing plan requirements,
cooperation may be needed so as to staffing that structure with individuals,
influence the creation of terms and delegating responsibility and authority
coalitions that understand the vision for carrying out the plan, providing
and strategies, and accept their policies and procedures to help guide
validity people, and creating methods or
systems to monitor implementation
Motivation and Inspiring Controlling and Problem Solving
-Energizing people to overcome -Monitoring results vs. plan in some
major political, bureaucratic and detail, identifying deviations, and then
resource barriers to change by planning to solve these problems
satisfying very basic, but often
unfulfilled, human needs

Produce change, often to a dramatic Produce a degree of predictability and

degree, and has the potential of order, and has the potential of
producing extremely useful change consistently producing key results
(new products that customer want, expected by various stakeholders
new approaches to labor relations (being on budget, always meeting
that help the firm to become more deadlines, etc.)
competitive)

Above average energy levels

Thrive on achieving something
important and being in a position of
influencing others to achieve
High personal standards, a certain
dissatisfaction with the status quo,
and tendency to push for continuing
improvements
Intellectual skills and to set direction
and cognitive ability to ssimilate a
huge quantity of diverse information
and sensing relevant patterns in that
information.

6. Leadership
Peter Drucker Basic competence
-willingness, ability, and self discipline to listen; listening is not a skill – it’s a
discipline
-willingness to communicate and demonstrate, to make yourself understood,
again and again – requires patience
-willingness to realize how unimportant you are compared to the task
-No substitute for leadership
-Requires aptitude
-Requires basic attitude
 -Thinks “we”
-Thinks “team”
-Leadership skills can be learned by those who want to
Douglas Major variables involved in leadership:
McGregor -Characteristics of the leaders
-The attitudes, needs, and other personal characteristics of the followers
-Characteristics of the organization, such as its purpose, its structure, the
nature of the tasks to be performed
-The social, economic, and political milieu

Leadership
-The personal characteristics required for effective performance as a leader
vary depending on the other factors
-Leadership is not property of the individual, but a complex relationship
among these variables
-A leader makes history and history can also make the leader
-Successful leadership is not dependent on the possession of a single
universal pattern of inborn traits and abilities
-Leadership is a relationship between the leader and the situation rather than
as a universal pattern of characteristics possessed by certain people
-The differences in requirements for successful leadership in different
situations are more striking than the similarities
-Research studies emphasize the importance of leadership skills and attitude
which can be acquired and are, therefore, not inborn characteristics of the
individual
Tom Peters & -Leadership is many things
Robert -It is patient, usually boring coalition building
Waterman -It is the purposeful seeding of cabals that one hope will result in the
appropriate ferment in the bowels of the organization
-It is meticulously shifting the attention of the institution through mundane
language of management systems
-It is altering agendas so that new priorities get enough attention
-It is being visible when things are going awry and invisible when they are
working well
-It is building a loyal team at the top that speaks more or less with one voice
-It is listening carefully much of the time, frequently speaking with
encouragement, and reinforcing words with believable action
-It is being tough when necessary, and it’s the occasional naked use of power
– or the subtle accumulation of nuances, a hundred things done a little better
Tom Peters -The most effective leaders, political or corporate, empower others to act –
and grow – in support of a cause that both leaders and followers find worth

-The leader’s job is at once to articulate the empowering vision, and to stay in
touch with followers to ensure that she or he is in tune with the needs of the
real world where the vision is implemented

-Effective leaders do not induce narrow obedience to a precise objective

 among followers. To the contrary, powerful leaders make followers more
powerful in pursuit of a commonly held dream, jointly defined.

-The listening leader inspires other leaders to be listeners

-The listening organization is in turn the one most likely to pick up quickly on
changes in the environment
Emmanuel T. The seven Cs of Leadership
Santos -Competence: expert power
-Characters: anchored on the values, integrity, honesty, honor, courage
-Commitment: adherence to principles, beliefs, values, vision, mission
-Communication: connecting
-Capacity for listening: learning from others
-Capability for leadership presence: looking, smelling, acting, behaving,
speaking, and listening like a leader
-Charisma and passion: having that attractive, magnetic, and hypnotizing
appeal anchored on the pursuit of a vision, the unreachable star, with all
one’s heart, mind and soul.
John Harvey -The aim of the business leader must be to be the best, for only the best
Jones command their own destiny and achieve the sort of rewards that are sought
for themselves and their people

-In a cycle of reinforcement, the best people wish to join the best companies

-The best companies are able to more readily able to make alliances or
purchase technology or be welcomed into countries other than their own, or
obtain financial considerations from banks or shareholders, or escape some
of the more scathing criticism which can be so damaging to a company
Warren Bennis -Leadership is the capacity to create a compelling vision and to translate it
into action and sustain it
-The key to future competitive advantage will be the organization’s capacity
to create the social architecture capable of generating intellectual capital.
And leadership is the key realizing the full potential of intellectual capital

-Three basic reasons why leaders are important

a. They are responsible for the effectiveness of organizations
b. The change and upheaval of the past years has left us with no place to
hide. We need anchors in our lives, a guiding purpose. Leaders fill that need
c. There is a pervasive national concern about the integrity of our institutions

-The four common abilities of leaders

a. Management of attention
b. Management of meaning
c. Management of trust
d. Management of self

-Attributes essential to leadership of knowledge workers

 a. Technical competence:
b. Conceptual skill:
c. Track record:
d. People skills
e. Taste
f. Judgment
g. Character

-The basic ingredients of leadership

a. Guiding vision
b. Passion
c. Integrity
d. Curiosity
e. Daring
John Adair List of Leadership Function
-Planning
-Controlling
-Supporting
-Informing
-Evaluating
Peter Senge -Our traditional view of leaders, as special people who set the direction,
make the key decisions, and energize the troops, are deeply rooted in an
individualistic and non systemic world. Leaders are heroes who rise to the
fore in times of crises. They reinforce a focus on short-term events and
charismatic heroes rather than systemic forces and collective learning

-The traditional view of leadership is based on assumptions of people

powerlessness, their lack of personal vision and inability to master the forces
of change, deficits which can be remedied only by a few great leaders

-The new view of leadership in learning organizations centers on subtler and

more important tasks. In a learning organization, leaders are designer,
stewards, and teachers.

-They are responsible for building organizations where people continually

expand their capabilities to understand complexity, clarify vision, and
improve shared mental models – that is, they are responsible for learning

-But leaders of learning organizations must do more than just formulate

strategies to exploit emerging trends. They must be able to help people
understand the systemic forces that shape change

-It is not enough to intuitively grasps these forces. Many visionary strategists
have rich intuitions that they cannot explain. They end up being
authoritarian leaders, imposing their strategies and policies or continually
intervening in decisions. They fall into this fate even if their values are
contrary to authoritarian leadership – because only they see the decisions
that need to be made
 -Leaders in learning organizations have the ability to conceptualize their
strategic insights so that they become public knowledge, open to challenge
and further improvement

-Leader as teacher is not about teaching people how to achieve their vision.
It is about fostering learning for everyone. Such leaders help people
throughout the organization develop systemic inderstandings. Accepting this
responsibility is the antidote t one of the most common downfall of
otherwise gifted leaders – losing their commitment to the truth.

-Leaders who are designers, stewards, and teachers come to see their task
very simply as holding a vision and concurrently telling the truth about
current reality relative to that vision to dramatize the issue so that it can no
longer be ignored.

-A leader’ story, sense of purpose, values and vision establish the direction
and target. His relentless commitment to the truth and to inquiry into the
forces underlying the current reality continually highlights the gaps between
reality and the vision. The gap creates the creative tension in the entire
organization. This is how they energize an organization
Harold Geneen -Leadership is the very heart and soul of business management. What you
manage in business is people

-Leadership is the ability to inspire other people to work together as a team,

following your lead, in order to attain a common objective

-A leader creates a kind of invigorating, challenging, creative atmosphere in

the organization

-Make them accomplish more than they thought was possible

-Make them enjoy the process of tackling a difficult piece of business, solving
it, and going on a bigger, better, and tougher challenges

-Unlock whatever inhibitions or fears bound these people in chains of

insecurity

-Set the goals of the company

-Sense of balance (reward them commensurately)

-Seek capable, experienced men who were motivated, who wanted to

achieve and to make something of their lives, and who were not afraid to
work hard for what they wanted.

-Executives sets the personality of the company

 -Insists on free, open, and honest communications

-Weed out the people who are not contributing

Philippe de Approach
Backer -Strategic approach: CEO position themselves as the company’s top visionary
-Human assets approach: CEO to manage for success through people policies
-Expertise approach: CEO as the champion of a specific expertise
-Box approach: procedures and expected behaviors that lead to success
-Change agent approach: CEO to act as catalyst of transformation
Leadership presence
-Knowing when to present a message
-How to persuade other people
-Which rules of corporate etiquette to apply
Soft Skills
-What you say and do never goes unnoticed
-Be composed and relaxed in social interactions
-Dress like you belong
-Shoes are the windows of the soul
-Body language (lowering yourself into a seat instead of flopping, sitting
straight, and positioning yourself on the front half of the seat
-Keep your hands still or make small gestures
-55% appearance
-38% voice
-7% words
-Focus
-Intellect
-Communication skills
-Charisma
-Culture fit

7. Theories of Leadership
a. Trait Theory
b. Behavioral Theories
c. Situational/Contingency Theories
d. Integrated Model of Leadership
8. Trait Theories
-Traits are distinguishing personal characteristics such as intelligence, values, and appearance
-Trait theory holds that certain distinguishing physical, psychological, and intellectual
characteristics or traits differentiate leaders from their groups
-Prior to 1949, studies of leadership were based largely on an attempt to identify the traits that
leaders possess
-Starting with the great men theory that leaders are born not made, a belief dating back to the
ancient Greeks and Romans and popularized by Thomas Carlyle in modern times, researchers
have tried to indentify the physical, mental, and personality traits of leaders and attempted to
identify a set of individual characteristics or traits that distinguished leaders from followers and
successful leaders from unsuccessful leaders
a. Stogdill’s Trait Factors
-Intelligence and scholarship
 -Leaders are somewhat more intelligent, perform better academic tasks, and
possess superior judgment than followers
-If there is too much of an intellectual gap, there can be problems in cooperation
and coordination of performance
-A leader who is much smarter than group members may have difficulty
empathizing and communicating with followers, which results in impatience and
potential conflict from both parties
-Physical traits
-May have some relations to leadership presence
-Personality
-Leaders appear to have self confidence, honesty, integrity, creativity, and
initiative
-Social status and experience
-Leaders are more educated
-Higher socioeconomic status can be an advantage to leadership status
-Task orientation
-Leaders are characterized as having a high need for assuming responsibility and
achieving specific tasks
-They are highly motivated to set goals and reach them consistently
b. Ghiselli’s Personality Traits
-Very important
-Decisiveness
-Intellectual capacity
-Job achievement orientation
-Self-actualization feelings
-Self confidence
-Management ability – team builder
-Moderately important
-Affinity for working class
-Drive and initiative
-Need for a lot of money
-Need for job security
-Personal maturity
-Almost no importance
-Masculinity versus femininity
c. John C. Maxwell
-Character: be a piece of rock
-Charisma: first impression counts
-Commitment: doers
-Communication:
-Competence: ability
-Courage:
-Discernment: solve mysteries
-Focus: sharp
-Generosity: light another
-Initiative: take responsibility for results
-Listening: use your ears
-Passion: love life
 -Positive attitude: believe you can
-Problem-solving: look for causes
-Relationships: get along
-Responsibility: carry the ball to carry the team
-Security:
-Self-discipline: follow the rules
-Servanthood: put others first
-Teachability: keep learning
-Vision: visualize the future
d. Steven Covey
-Principle-centered leadership
-Principles are like compasses
-Principles operate in obedience to natural laws
-Principles apply at all times in all places
-Service-oriented
-Radiate positive energy
-Believe in other people
-Lead balanced lives
-See life as an adventure
-Synergistic
-Exercise for self-renewal

9. Behavioral Theories
a. Kurt Lewin study on Autocratic vs. Democratic Leaders
Autocratic Democratic
 The group with autocratic leader  The performance of groups was
performed highly so long as the almost as good
leader was present to supervise  Group members felt positive
them feelings rather than hostility
 However, group members were  Group members performed well
displeased with the close, even when the leader was
autocratic style of leadership absent and left the group on its
 Feelings of hostility frequently own
arose  The participative techniques and
majority rule in decision-making
made group members perform
well with or without the
presence of the leader
 This explains why empowerment
of lower employees is a popular
trend in organizations today
 A democratic leader delegates
authority to others, encourages
participation, and relies on
expert and referent power to
manage subordinates
b. Lewin, Lippit, and White’s Continuum Theory
-Identified three basic styles of leadership

Autocrat Democrat Laissez-Faire

-The autocrat
 Tends to centralize authority and relies on legitimate, rewards, and coercive
power to manage subordinates
 Has little trust in group members
 Believes that money is the only rewards that will motivate workers
 Issue orders to be fulfilled with no questions asked
-The laissez-faire
 Has little or no self-confidence in his or her leadership ability
 Sets no goals for the group
 Minimizes communication and group interaction
 Characterized by low concern for people and low concern for task or production
-The democrat
 Delegates authority to others, encourages participation, and relies on expert and
referent power to manage subordinates
 Shares decision-making with the group members
 Explains to the group reasons for personal decisions when necessary
 Objectively communicates criticism and praise to subordinates

c. Robert McMurry
-The benevolent autocrat

Autocrat Benevolent Democrat Laissez-Faire

Autocrat

 Leader who listens carefully to followers, gives the impression of being democratic
but always makes his or her own personal decision
 Democratic leadership style is too slow and unworkable in our fast-moving business
world
 A benevolent autocrat is powerful, prestigious, and respected and therefore able to
move faster and more effectively in a firm manner

d. Ohio University, University of Michigan, and Blake and Mouton from Texas University
-a leader’s style is oriented towards either an employee/people-centered or
job/production/performance-centered emphasis
-In the employee/people-centered orientation, the leader emphasizes developing friendly,
open relationships with employees and is very sensitive to their personal and social needs
 -A job-centered orientation is one in which the leader emphasizes getting the job done by
planning, organizing, delegating, making decisions, evaluating performance, and exercising
close managerial control (technocrat)

Ohio State Leader Grid

Low Initiating Structure High Initiating Structure
(Task-centered) (Task-centered)
High Consideration (People High Consideration High Consideration
Oriented) Low Structure High Structure
Low Consideration (People Low Consideration Low Consideration
Oriented Low Structure High Structure

Two-Dimension Leadership Model

Low consideration for Tasks High Consideration for Tasks
High Consideration for Supportive Participative/Democratic
People -Encourages employees -Involves employees in
through motivation decision through group efforts
techniques and acceptance and team-building techniques
-More cohesive work -Led to dramatic results
groups
-More productive
organization
-Fewer problems associated
with turnover, absenteeism,
and grievances
Low Consideration for Abdicative Directive/Autocratic
People -Power centered in one or a
few individuals
-Focus on tasks, low concern
for people
-Accomplish tasks within
reason but have more
absenteeism, turnover, and
grievances

Michigan Studies
-Compared the behavior of effective and ineffective supervisors
Effective Supervisors Less Effective Supervisors
 Those who focused on the  The focus is on meeting schedules,
subordinates’ human needs in order to keeping cost low, and achieving
build effective work groups with high production efficiency
performance goals  The job centered leaders tended to be
 Employee centered leaders established less concerned with goal achievement
high performance goals and displayed and human needs
supportive behavior toward the
subordinates
 Blake and Mouton Texas University Study:

-Managerial/Leadership Grid
High 9 1.9 9.9
concern 8
for 7
people 6
5 5.5
4
3
2
Low 1 1.1 9.1
concern 1 2 3 4 5 6 7 8 9
for Low concern for production High concern for production
people

-Five Major Leadership Style

Style of Leader Effectiveness
1.1 Little concern for either The Impoverished Laissez- Worst leadership. No
production or people faire Management management philosophy
1.9 Lowest concern for The Country Club People-oriented style
production, highest for Management
people
9.1 Highest concern for The Autocratic Production-oriented style.
production, lowest concern Management Efficiency focused
for people
5.5 Comfortable concern for The Middle-of-the-Road Maintain present balance
both production and Management style
people
9.9 Highest concern for both Team Management Peak of leadership style.
production and people Most effective style

e. Likert’s System 4 Management

System 1: Exploitative-Authoritative Leadership Style
-Autocratic
-High task, high structure/low consideration
-Fear is used as a motive
-Communication is downward
-Decisions are made and orders are issued solely by the leader
-Productivity is mediocre
-Formal authority and rigid chain of command
-Little or no interaction between hierarchical levels
System 2: Benevolent-Authoritative Leadership Style
-Economic rewards are used more than fear to motivate
-Communication is only slightly better
-Productivity is fair to good
-Benevolent but still autocratic
 -Decision making is structured along hierarchical line
-Allow productive interaction between levels
System 3: Consultative
-Productivity is good
-Control is still primarily at the top but is shared with managers
-Goals are set after discussions with subordinates
-Operating decisions are made at lower levels
-Managers tend to include subordinates in decisions
-Communication is more open
System 4: Participative
-Motivational forces come from ego, economics, and group involvement in
decision making and goal-setting
-Extensive interaction with a high degree of mutual trust and respect
-Management controls are widely self-monitored
-Productivity is excellent
-Managers rely on team building approaches
-Subordinates are part of the decision making and problem solving processes
-Consensus among group members is crucial

10. Situational Theory

-The most effective style of leadership depends on the particular situation: the goal, the ability
and the commitment of the subordinate
-The goal of the situational leader is to predict the most effective leadership style under varying
situation

a. Hersey & Blanchard Life Cycle Theory

-It is based on the maturity of subordinates as it relates to the goal that is given to him
 job ability or competence (skills, knowledge, experience, and confidence to perform
necessary tasks and meet job related expectations)
 psychological maturity or commitment (intrinsic motivation, and the willingness to
assume responsibilities)
-New employees feeling of insecurity desire greater direction. The leadership approach is
directing or telling
-Direction and support is need as new employees continue to work and find out that the job
is not that easy after all. The leadership approach is coaching or selling
-Need for less direction but continued support as employees develop their abilities. The
leadership approach is supporting or participating
-Employees with high maturity are self-confident and tend to work well without direction or
support. The leadership approach is delegating

b. House’s Path-Goal Theory

-It holds that a leader’s behavior is acceptable to subordinates in so far as they view it as a
source of either immediate or future satisfaction
-A leader’s behavior is motivational to the extent that it
 makes the satisfaction of subordinates’ needs contingent on effective performance
 provides the coaching, guidance, support and rewards that are necessary for
effective performance
 -It is the leader’s job to assist his/her followers in attaining their goals and to provide the
direction or support needed to ensure that their goals are compatible with the overall
objectives of the organization
-Effective leaders clarify the path to help their followers get from where they are to the
achievement of their work goals and make the journey along the path easier by reducing
road blocks and pitfalls
-Four leadership behavior
 Directive leadership
-Telling followers what needs to be done and giving appropriate guidance along the
way. This includes giving them schedules of specific work to be done at specific
times. Rewards may also be increased as needed and role ambiguity decreased (by
telling them what they should be doing).
-This may be used when the task is unstructured and complex and the follower is
inexperienced. This increases the follower's sense of security and control and hence
is appropriate to the situation.
 Supportive leadership
-Considering the needs of the follower, showing concern for their welfare and
creating a friendly working environment. This includes increasing the follower's self-
esteem and making the job more interesting. This approach is best when the work is
stressful, boring or hazardous.
 Participative leadership
-Consulting with followers and taking their ideas into account when making
decisions and taking particular actions. This approach is best when the followers are
expert and their advice is both needed and they expect to be able to give it.
 Achievement-oriented leadership
-Setting challenging goals, both in work and in self-improvement (and often
together). High standards are demonstrated and expected. The leader shows faith in
the capabilities of the follower to succeed. This approach is best when the task is
complex.

c. Tannenbaum & Schmidt’s

-Leadership could be a continuum reflecting different amounts of employee participation
 Autocrat: Boss centered – less subordinate participation
 Democrat: Subordinate centered – more subordinate participation
 A mix of the two styles.

d. Vroom and Yetton

-Proposes that managers consciously adapt or adjust their leadership behavior to suit the
different types of decisions they face or to reflect the task structure: routine, non-routine,
or anywhere in between.

Table Possible Leadership Styles

Autocratic I You the leader solve the problem or make a decision based on the
information available to you at that time
Autocratic II -You obtain the necessary information from subordinates and then decide
 on the solution to the problem yourself
-You may or may not tell subordinates what the problem is in getting
information from them
-The role of your subordinates in making the decision is clearly one of
providing the necessary information to you rather than generating or
evaluating alternative solutions
Consultative I You share the problem with relevant subordinates individually, getting their
ideas and suggestions without bringing them together as a group
-Then you make the decision, which may or may not reflect your
subordinates’ influence
Consultative II -You share the problem with your subordinates as a group, collectively
obtaining their ideas and suggestions.
-Then you make the decision, which may or may not reflect your
subordinates’ influence
Group II You share the problem with your subordinates as a group.
-Together you generate and evaluate alternatives and attempt to reach an
agreement (consensus) on a solution

11. Contingency Theory

a. Fiedler’s Contingency Theory
-Effective organization depends on a proper match between a leader’s style of interacting
with subordinates and the degree to which the situation gives control and influence to the
leader
-Successful leadership is a direct result of matching the leader’s style with situational
variables
-Three contingency dimensions that defined the key circumstances for determining leader
effectiveness
 Leader-Member Relations
-The degree of confidence, trust and respect subordinates have for their leader
(rated as good or poor)
 Task Structure
-The degree to which the job assignments were formalized and procedurized (rated
as either high or low)
 Position Power
-The degree of influence a leader had over power-based activities such as hiring,
firing, discipline, promotions, and salary increases (rated as either strong or weak)

12. Other Leadership Theories

a. Attribution Theory

-Deals with trying to make sense out of cause-effect relationship. When an event happens,
people want to attribute it a certain cause
-Leadership is merely an attribution that people make about other individuals
-People tend to characterize leaders as having traits such as intelligence, outgoing
personality, strong verbal skills, aggressiveness, understanding, and industriousness
 -Similarly, the high-high leader (high in initiating structure/high in consideration) has been
found to be consistent with people’s attribution of what makes a good leader
-At the organizational level, the attribution framework explains why people are prone to
attribute either the extremely negative or extremely positive performance of an organization
to its leadership
-It also explains the vulnerability of CEO when their organization suffers major financial
setbacks, regardless of whether they had much to do with it. It also clarifies why these CEOs
tend to be given credit for extremely positive financial results, again regardless of how much
or how little they contributed
-Effective leaders are generally considered to be consistent or unwavering in their decisions
-A heroic leader is perceived as being someone who takes up a difficult or unpopular cause
but through determination and persistence, ultimately succeeds.

b. Charismatic Leadership Theory

-Three personal characteristics (Robert House)
 Extremely high confidence
 Dominance
 Strong convictions in his or her belief
-Four common competencies (Warren Bennis)
 They had a compelling vision or sense of purpose
 They could communicate that vision in clear terms that their followers could readily
identify with
 They demonstrated consistency and focus in the pursuit of their vision
 They knew their own strengths and capitalized on them
-Jay Conger and Rabindra Kanungo, McGill University
 Charismatic leaders have an idealized goal they want to achieve
 A strong personal commitment to that goal
 Charismatic leaders are perceived as unconventional
 Assertive and self-confident
 Perceived as agents of radical change rather than managers of the status quo

-Table of the Key Characteristics of Charismatic Leader

Key Characteristics Explanation
1. Self Confidence -Charismatic leaders have complete confidence in their
judgment and ability
2. Clear Vision -They have an idealized goal that proposes a future better than
the status quo.
-The greater the disparity between this idealized goal and the
status quo, the more likely that the followers will attribute
extraordinary vision to the leader
3. Ability to -They are able to clarify and state the vision in terms that are
articulate the understandable to others.
vision -This articulation demonstrates an understanding of the
follower’s needs and, hence, acts as a motivating force
4. Strong conviction -Charismatic leaders are perceived as being strongly committed
about the vision and willing to take on high personal risk, incur high costs, and
engage in self-sacrifice to achieve their vision
 5. Behavior that is -They engage in behavior that is perceived as being novel,
out of the unconventional, and counter to norms.
ordinary -When successful, these behaviors evoke surprise and
admiration in followers
6. Appearance as a Charismatic leaders are perceived as agents of radical change
change agent rather than caretakers of the status quo.
7. Presence of Ability to raise resources to bring about change
environmental
constraints

-Impact of Charismatic Leadership

 There is an impressive correlation between charismatic leadership and high
performance and satisfaction among followers
 People working for charismatic leaders are motivated to exert extra effort and,
because they like their leader, express great satisfaction
 Charismatic leadership is most appropriate when the follower’s task has an
ideological component. This may explain why charismatic leaders are most likely to
surface in politics, religion, or a business firm that’s introducing a radically new
product or facing a life-threatening crisis.
 Charismatic leaders may become a liability to an organization once a crisis and need
for dramatic change subside.

c. Team Leadership
-The challenge
 Having the patience to share information
 Being able to trust others and give up authority
 Understanding when to intervene
-Need to master the difficult balancing act of knowing when to leave their teams alone and
when to get involved.
-Common responsibilities
 Coaching
 Facilitating
 Handling disciplinary problems
 Reviewing team and individual performance
 Training
 Communication
-Priorities
 Managing the team’s external boundary
 Facilitating the team process
-Roles
 Liaisons with external constituencies
-Representing the team to upper management, other internal teams, customers,
suppliers, etc.
-Securing needed resources, clarifying others’ expectations of the team, gathering
information from the outside, and sharing that information with team members
 Trouble shooters
-Resolves team’s problems
 -Problems are rarely technical and therefore the right questions must be asked to
help the team talk through the problems or to gather needed resources from
external constituencies
 Conflict managers
-Process conflicts
-Help identify issues, such as the source of the conflict, who is involved, the issues,
the resolution options available, and the advantages and disadvantages of each
 Coaching
-Clarify expectations and roles
-Teach, offer support, cheerlead
-Do whatever is necessary to help team members keep their work performance at
high levels

d. James Burn Political Leadership Theory

-Leadership is a relationship, whereby leaders induce followers to act for certain goals that
represent the value and the motivations of both leaders and followers
-Leadership over human beings is exercised when persons with certain motives and
purposes mobilize, in competition or conflict with others, institutional, political,
psychological, and other resources so as to arouse, engage, and satisfy the motives of
followers
-Leadership is inseparable from followers’ needs and goals. The essence of leader follower
relations is the interaction of persons with different levels of motivations and of power
potential, including skills, in pursuit of a common or at least joint purpose
-The measurement of power and leadership is by the degree of production of intended
effects
-The test of the extent and quality of power and leadership is the degree of actual
accomplishment of the promised change.

13. Kinds of Leadership

Transactional -One person takes the initiative in making contact with others for the
Leaderships purpose of an exchange of valued things.
-The exchange could be economic, financial, political, or psychological in
nature: a swap of goods or of money for one good; a trading of votes
between candidate and voter.
-The bargainers have no enduring purpose that holds them together.
-Leaders motivate by making subordinates understand how their needs and
the rewards they desire are linked by goal achievement
Enlightened -Those who guide or motivate their followers in the direction of established
Transactional goals by clarifying role and task requirements
Leadership
Transformational -Leaders with a vision, translate it into action and outcomes, and sustain it.
Leadership -Leaders who motivate individuals to perform beyond normal expectations
by inspiring subordinates to focus on broader missions that transcends their
own immediate self-interest, to concentrate on intrinsic higher level goals
and to have confidence in their abilities to achieve the extraordinary
missions articulated by the leader
 -Transformational leadership occurs when one or more persons engage with
others in such a way that leaders and followers raise one another to higher
levels of motivation and morality
Transcending -A dynamic leadership that throw themselves into a relationship with
Leadership followers who will feel elevated by it and often become more active
themselves, thereby creating new cadres of leaders
Reform -One that seeks change through gradual means
Leadership
Revolutionary -One who seeks complete, pervasive, profound, and radical transformation
Leadership of the entire social, economic or political system

14. Current Leadership Style

How it builds Impact on climate When appropriate

resonance
Visionary Moves people toward Most strongly When changes require
shared dream positive new vision, or when a
clear direction is
needed
Coaching Connects what a Highly positive To help an employee
person wants with the build performance by
organizational goals building long-term
capabilities
Affiliative Create harmony by Positive To heal rifts in a team,
connecting people to motivate during
each other stressful times, or
strengthen
connections
Democratic Values people’s Positive To build buy-in or
output and get consensus, or to get
commitment through valuable input from
participation employees
Pacesetting Meets challenging and Because too To get high quality
exciting goals frequently poorly results from a
executed, often motivated and
highly negative competent team
Commanding Soothes fear by giving Because so often In a crisis, to kick-start
clear directions in an misused, highly a turn-around, or with
emergency negative problem employees