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3. SOMETIMES, THERE IS MUCH
CONFUSION BETWEEN A LEADER
AND A MANAGER
BUT WHAT’S THE DIFFERENCE????

4. LEADERSHIP MANAGEMENT
The ability to Use of authority inherent
influence a group in designated formal rank
toward the to obtain compliance from
achievement of goals, organizational members,
establish mainly to implement
direction by a the vision through
vision and align outlined strategies by the
people towards leader.
goals.

6. “Not all leaders are managers, nor
are all managers leaders.”

7. “Not all leaders are managers, nor
are all managers leaders.”
SANCTIONED NON-SANCTIONED
LEADERSHIP
LEADERSHIP
Ability to influence Ability to influence
that arises within that arises outside
the formal the formal
structure of the structure of the
organization organization

9. Theories that consider
personal qualities and
characteristics differentiate
leaders from non-leaders
TRAIT THEORIES OF
LEADERSHIP

10. LEADERS ARE
BORN, NOT
Theories that consider
MADE!
personal qualities and
characteristics differentiate
leaders from non-leaders
TRAIT THEORIES OF
LEADERSHIP

12. 1990’s
“Leaders are not like
other people”

13. 1990’s
“Leaders are not like
other people”
isolated traits
varied from
review to
review

15. BIG FIVE FRAMEWORK
Most of the isolated traits that emerged from earlier
studies could be subsumed under one of the Big Five
➡EXTRAVERSION
-leader emergence
➡CONSCIENTIOUSNESS and OPENNESS TO
EXPERIENCE
➡AGREEABLENESS and EMOTIONAL
STABILITY

16. BIG FIVE FRAMEWORK
Most of the isolated traits that emerged from earlier
studies could be subsumed under one of the Big Five
EMOTIONAL INTELLIGENCE (EI)
EMPATHY
sensing others’ needs,
listening to what others
say and don’t say,
reading the reactions of others

18. IMPORTANT POINTS
➡ Traits can predict leadership
➡ Traits do a better job at predicting
the emergence of leaders and the
appearance of leadership than in actually
distinguishing between effective and
ineffective leaders

20. Theories proposing
that specific behaviors
differentiate leaders
from nonleaders
BEHAVIORAL THEORIES
OF LEADERSHIP

21. WE CAN
TRAIN
Theories proposing
PEOPLE TO
that specific behaviors
BECOME
differentiate leaders
LEADERS!
from nonleaders
BEHAVIORAL THEORIES
OF LEADERSHIP

23. OHIO STATE STUDIES
(1) INITIATING STRUCTURE
-refers to 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.
(2)CONSIDERATION
-the extent to which a leader is likely to have job
relationships characterized by mutual trust,
respect for subordinates’ ideas, and regard for
their feelings

25. UNIVERSITY OF MICHIGAN
(1) EMPLOYEE-ORIENTED
-emphasizing interpersonal relations; taking
a personal interest in the needs of
employees, and accepting individual
differences among members
(2) PRODUCTION-ORIENTED
-emphasizing the technical or task aspect of
the job

27. MANAGERIAL GRID
•developed by Blake and Mouton
•also called the leadership grid
•based on the style of concern for people and concern for production

29. Theories proposing that
specific situations or
contexts
differentiate leaders from
nonleaders
CONTINGENCY THEORIES
OF LEADERSHIP

30. LEADERS
Theories proposing that
EMERGE IN
specific situations or
CERTAIN
contexts
SITUATIONS!
differentiate leaders from
nonleaders
CONTINGENCY THEORIES
OF LEADERSHIP

32. FIEDLER
CONTINGENCY MODEL
Degree to which the
LEADERSHIP
situation gives
STYLE
control to the leader
Key Assumption:
Leader must fit situation; options to accomplish this:
!! Select leader to fit situation
!! Change situation to fit leader

33. Fiedler Contigency Model: The
Leader
STEP 1:
Least Preferred Co-worker (LPC)
questionnaire
-an instrument that purports to
measure whether a person is task-
oriented or relationship oriented.

34. Fiedler Contigency Model:
Defining the Situation
STEP 2:
Leader-member relations
-the degree of confidence, trust and respect members have
in their leaders (good vs. poor)
Task Structure
-the degree to which the job assignments are procedurized
(high vs. low)
Position Power
-the degree of influence a leader has over power variables
such as hiring, firing, discipline, promotions and salary
increases (strong vs. weak)

35. Fiedler Contigency Model
Findings

36. Cognitive Resource Theory
A theory of leadership that states that the level
of stress in a situation is what impacts whether a
leader’s intelligence or experience will be more
effective.
•! Research Support
!! Less intelligent individuals perform better in leadership
roles under high stress than do more intelligent individuals.
!! Less experienced people perform better in leadership roles
under low stress than do more experienced people.

38. SITUATIONAL LEADERSHIP
THEORY (SLT)
(Paul Hersey & Ken Blanchard)
A contingency theory that focuses on followers’
readins; the more 'ready' the followers (the more
willing and able) the less the need for leader
support and supervision.
Amount of Follower Readiness
LOW HIGH
Amount of Leader Support &
Supervision Required
HIGH LOW

39. Follower Unwilling Willing
Readiness
Supportive
Monitoring
Able Participative
Leadership
Styles
High Task &
Unable Directive Relationship
Orientations

41. LEADER-MEMBER
EXCHANGE THEORY (LMX)

43. PATH-GOAL THEORY
ROBERT HOUSE

44. PATH-GOAL THEORY
ROBERT HOUSE
The leader must help
followers attain goals
and reduce roadblocks
to success

46. LEADER-PARTICIPATION MODEL
Victor Vroom & Philip Yetton
• Rule-based decision tree to guide leaders
about when and when not to include
subordinate participation in decision making
• Considers 12 contingency variables to consider
whether or not to include subordinates in decision
making

48. CONTEMPORARY
ISSUES IN LEADERSHIP

50. FRAMING: USING WORDS TO SHAPE
MEANING AND INSPIRE OTHERS
Framing
- using language to manage meaning
- involves selectively including or excluding facts
- leaders use framing to influence how others see
and interpret reality.
Examples
Lawyers shaping their arguments to make their
case stronger.

52. CHARISMATIC LEADERS
➡ CHARISMATIC LEADERSHIP THEORY
➡ Charisma: quot;a certain quality of an individual
personality, by virtue of which he is set apart
from ordinary men and treated as endowed
with supernatural, superhuman, or at least
specifically exceptional powers or qualities”.
➡ uses PASSION as catalyst for generating
enthusiasm
➡ Charismatic can be BOTH born and made.

54. KEY CHARACTERISTICS OF
CHARISTMATIC LEADERS
1) Vision & Ariticulation
2) Environmental Sensitivity
3) Sensitivity to follower’s needs
4)Unconventional behavior

58. BEYOND CHARISMATIC LEADERSHIP
Level 5 Leaders
- Possess a fifth dimension—a paradoxical blend of personal humility and
professional will—in addition to the four basic leadership qualities (individual
capability, team skills, managerial competence, ability to stimulate others)
- Channel their ego needs away from themselves and into the goal of building a
great company
Charismatic leaders are seen as effective as employees tend to personally
identify with them
They take over the crowd and this is noticeable in their reactions and
behaviours
Crowd is mesmerised, compelled, emotions are revealed
VISIONS ARE SEEN AS INSPIRATIONAL

60. CHARISMATIC LEADERSHIP:
GOOD SIDES & BAD SIDES
BAD
GOOD
- People are only receptive to
- High profits
such leaders in certain
- Employees more situations and in crisis
hardworking
- More employee - Charisma can be used for
readiness personal gains (leverage
- Captivates audience higher salaries & rewards)
Can be DANGEROUS as
BUT may be
charisma overwhelms
workable only in
employees and can be
given situations
manipulative

62. TRANSACTIONAL LEADERS
➡ Ohio studies, fielders model, path goal theory
concern the transactional leader
➡One who guides and motivates followers
➡Establish goals and clarify
➡ Set specific requirement

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