2. Leadership Defined
A responsibility and a process that is an
observable, understandable, learnable set of
skills and practices available to everyone,
anywhere in the organization.
What is leadership
The process of directing and influencing the
task-related activities of group members
3. Leadership Defined
A responsibility and a process that is an
observable, understandable, learnable set of
skills and practices available to everyone,
anywhere in the organization.
Implications of leadership
1.Leadership involve other people
2.Leadership involve an unequal
distribution of power
3.Leaders can influence subordinates in a
variety of ways
4. The importance leadership
• 1.To direct and supervise subordinates
• 2.To influence and motivates
subordinates
• 3.To encourage teamwork
• 4.To enhance cooperation
• 5.To accomplish org objectives
5. Approaches to the study on leadership
1. Leader centered approach
2. Follower centered approach
3. Interactive approach
Leader-Centered Approaches
1. Trait focus
2. Behavior focus
3. Power focus
1.
6. Leader-Centered Approaches
• Trait Focus
– The assumption that some people are
endowed with certain physical characteristics
(e.g., height, appearance), aspects of
personality (e.g., self-esteem, dominance,
emotional stability), and aptitudes (e.g.,
general intelligence, creativity).
7. The Trait Approach To Leadership
• 1.Assumed that leaders were born and not
made.
• 2.Researchers took two approaches :
• i) Compare the traits of leaders and non
leaders
• ii) Compare the traits of effective leaders
and ineffective leaders
• 3.Examples of desirable traits include
wisdom, courage, honesty and sincerity.
8. The Trait Approach To Leadership
• 4.Examples of traits compared include
physical characteristics, mental ability,
charisma, attitude
• 5.However the trait theory is inconclusive
because of many conflicting evidence.
9. Leader-Centered Approaches
• Behavior Focus
– Examines what effective leaders do rather than what
effective leaders are.
• Behavioral Models
– Define a leader’s effectiveness based on two orientations:
• Task orientation - Setting performance goals, planning
and scheduling work, coordinating activities, giving
directions, setting standards, providing resources, and
supervising worker performance.
• Relations orientation - A behavior that shows empathy
for concerns and feelings, being supportive of needs,
showing trust, and similar attributes.
10. The Behavioral Approach To
Leadership
• Assumes that leadership can be
learned
• Focused on two aspect of
leadership behavior :
• i) Leadership function
• ii) Leadership style
11. Leadership Function
• A leader performs two major functions:
• a) Task related or problem solving
functions
• b) Group maintenance or social functions.
Leadership styles
• a) Task oriented styles - focus on closely
supervise subordinates
• b) Employee oriented styles - Focus on
motivating rather than controlling
subordinates
12. The Ohio State University Studies
• Researchers at OSU uses two variables:
• a) Initiating structure
• b) Consideration
• They found that the most effective
leadership styles is High consideration.
• However the researchers also found that
effective leadership style also depend on
situational factors. For example Air force
commanders who were rated high on
consideration were less effective
13. University Of Michigan Studies
• Distinguished between Production
centered and Employee centered
managers
• Found that the most effective
leadership style is the Employee
centered.
14. The Managerial Grid
• Developed by Robert Blake and Jane Mouton
• Identifies five types of leadership styles :
• 1. Style 1,1- Impoverished mgt. Low concern for both
people and production. Also known as Laissez-faire
management.
• 2.Style 1,9 - Country club mgt.High concern employees
but low concern for production
• 3.Style 5,5 - Middle of the road mgt
• Intermediate concern for both production and
employees.
• 4.Style 9,1 - Autocratic mgt. High concern for
production but low concern for people.
• 5.Style 9,9 -Team or democratic mgt. High concern for
both production and employees.This is the most
effective style.
15. Likert System Four Management
• Developed by Rensis Likert
• Proposed that there are four types of management
styles:
• 1. Autocratic authoritative - Mgt make all decisions.
Subordinates do not have any rights to contribute
ideas.
• 2.Benevolent Authoritative - Subordinates are given
some latitude to contribute ideas but mgt still makes
the final decisions.
• 3.Consultative- Subordinates contributions are
encourage.
• 4.Participative - Team or democratic styles
•
16. Leader-Centered Approaches
Slide 4 of 4
• Power Focus
– The ability to marshal human, informational, or
material resources to get something done.
• Two Categories of Power
– Position power: Power derived from the
opportunities inherent in a person’s position in
an organization.
– Personal power: Power derived from the
interpersonal relationships between leaders
and followers.
17. Forms of Position Power
• Legitimate Power
– Power that stems from formal authority.
– Some people accept this power, as long as it is
not abused, because they attribute legitimacy to
the formal position and to the person who holds
that position.
• Coercive Power
– The power to discipline, punish, and withhold
rewards.
– Coercive power is important largely as a
potential, rather than an actual, influence.
18. Forms of Position Power
– For example, the threat of being disciplined for not
getting to work on time may be effective in changing an
employee’s behavior.
• Reward Power
– Derived from control over tangible benefits, such as a
promotion, a better job, a better work schedule, or
some form of recognition.
– For reward power to be influential, the employee must
value the rewards.
• Information Power
– Control over information that involves the leader’s
power to access and distribute information that is either
desired or vital to others.
19. Forms of Personal Power
• Expert Power
– The power to influence another person
because of expert knowledge and competence.
– Computer specialists often have substantial
expert power in organizations because they
have technical knowledge that others need.
• Referent Power
– The ability to influence others based on
personal liking, charisma, and reputation. It is
manifested through imitation or emulation.
– Much of the power wielded by strong political
leaders, professional athletics, musicians, and
artists is referent power.
20. Power Orientation
• Personalized Power Orientation
– Associated with a strong need for esteem and
status; power is often used impulsively.
• Socialized Power Orientation
– The use of power for the benefit of others to
make subordinates feel strong and responsible.
Follower-Centered Approaches
• 1.Self-Leadership Focus
• 2.Leadership substitutes
21. Follower-Centered Approaches
• Self-Leadership Focus
– Self-leadership, sometimes referred to as
followership, is a paradigm founded on creating
an organization of leaders who are ready to lead
themselves.
22. Characteristics of self-leadership
• 1.Capacity to motivate themselves
• 2.Loyalty to the organization
• 3.Stay focus on tasks
• 4.Understanding of the org
• 5.Willingness to take the initiative
• 6.Skilfulness and flexibility
• 7.Responsible for their actions
23. Leadership substitutes• Variables that tend to outweigh or
prevents the leader from having an
effect on a follower performance.
• Also known as Neutralizer.
Three major variables of Leadership
substitutes
• 1. Individual characteristics
• 2.Task characteristics
• 3.Organizational characteristics.
27. Interactive Approaches
• Interactive Approaches
– Another method of examining leadership
effectiveness is to look at how leaders interact
with their followers.
–The three approaches covered:
• Situational leadership model
• Empowerment
• Transformational leadership
28. Interactive Approaches
• Situational Leadership Model
– Examines the interaction between leadership
behavior, the situation, and the follower’s
readiness.
• Readiness - The extent to which a subordinate
possesses the ability and willingness to complete a
specific task.
• Task behavior - The extent to which a leader organizes
and defines the role of followers by explaining what
each person must do and when, where, and how tasks
are to be accomplished.
29. Interactive Approaches
• Situational Leadership Model
– Four styles of leadership behavior:
• Telling style - The leader provides specific instructions
and closely supervises performance.
• Selling style - The leader explains decisions and
provides opportunities for clarification.
• Participating style - The leader shares ideas and
maintains two-way communication to encourage and
support the skills subordinates have developed.
• Delegating style - The leader provides the
subordinates with few task or relations behaviors.
30. Hersey and Blanchard’s Situational
leadership theory(life-cycle theory)
• 1.Formulated by Paul Hersey and Kenneth
Blanchard
• 2.Hold that the most effective leadership style
varies with the “maturity” of subordinates.
• 3.Maturity is not define in terms of age or
emotional stability but a desire for
achievement, etc
31. Stage 1 - Telling Stage
• High Task – A directive leadership is needed. A
non directive leader will create anxiety and
confusions among new workers
• Low relationship – Managers and subordinates
are in the process of knowing each other.
Stage 2 - Selling Stage
• High Task – Detail instructions is still essential
because subordinates are not yet able to function
without the structure
• High Relationship – Subordinate need the support
and encouragement from the leader
32. Stage 3 - Participating Stage
• Low Task - Subordinates have more
ability.Therefore the leader will no longer
need to be as directive.
• High Relationship – The leader will still have
to be supportive.
Stage 4 - Delegating Stage
• Low Task, Low Relationship
• Subordinates become more confident, self
directing and experienced.
• Followers no longer need direction.They
are on their own.
33. Interactive Approaches
• Empowerment
– The interaction of the leader giving away or sharing
power with those who use it to become involved and
committed to independent, high-quality performance.
– Successful empowerment means that everyone has been
convinced that he or she makes a difference to the
success of the organization.
• Transformational Leadership
– The interaction process of the leader’s behavior and
attitudes with the attitudes and behaviors of followers.
e.g Leaders promotes innovation and creativity and
subordinates should try new approaches.
34. The Path-Goal Approach To
Leadership
• 1.Formulated by Martin Evans and Robert
House
• 2.Based on the Expectancy Model
• 3.Focuses on the leader as a source of
rewards.I.e Managers must clarify the
availability of rewards and what subordinates
must do to earn them.
35. Four Leadership Styles Based On The
Path Goal Theory
• 1.Directive- Provide detail instructions
and guidelines
• 2.Supportive- Show concern for the
needs of subordinates
• 3.Participative
• 4.Achievement oriented – influence
subordinates to have a strong need for
success
36. What is the situational approaches
to leadership?
• The situational approaches to leadership
focuses on the situational factors
influencing managerial style.
• It assumes that there is no one best
leadership style .I.e effective leadership
depends on situational factors
37. Situational Factors in Leadership
Effectiveness
• 1.The leader’s personality, past experiences and
expectations.
• 2.The expectations and behavior of superiors
• 3.Subordinate’s characteristic, expectations and
behaviors
• 4.Task requirements
• 5.Organizational culture and policies
• 6.Peers expectation and behavior
38. Interactive Approaches
Primary Dimensions of Transformational Leadership
Dimension Leader’s Specific Behavior Follower’s Behavior
Individualize
Consideration
Intellectual
Stimulation
Mentors; is attentive to
achievement and growth
needs
Is motivated, feels
valued
Promotes innovation and
creativity; reframes
problems
Is encouraged to be
novel and try new
approaches
39. Interactive Approaches
Primary Dimensions of Transformational Leadership
Dimension Leader’s Specific Behavior Follower’s Behavior
Inspirational
Motivation
Idealized
Influence
Provides meaning and
challenge through prosocial,
collective action
Is aroused by team
spirit; enthusiastic;
optimistic
Shares risks; is considerate
of others over own needs; is
ethical and moral
Shows admiration;
respect; trust
40. Leader-Centered Approaches
• Leader-Centered Approaches
– Focus on traits, leader behaviors, and power.
• Trait Focus
– The assumption that some people are
endowed with certain physical characteristics
(e.g., height, appearance), aspects of
personality (e.g., self-esteem, dominance,
emotional stability), and aptitudes (e.g.,
general intelligence, creativity).
• Behavior Focus
– Examines what effective leaders do rather than
what effective leaders are.
41. Leader-Centered Approaches
• Trait Focus (cont.)
– According to “trait” focused research, successful leaders
tend to possess the following traits:
• Drive, motivation, honesty and integrity, self-
confidence, conceptual ability, and business
knowledge.
• Behavioral Models
– Define a leader’s effectiveness based on two
orientations:
• Task orientation - Setting performance goals, planning
and scheduling work, coordinating activities, giving
directions, setting standards, providing resources, and
supervising worker performance.
42. Leader-Centered Approaches
Relations orientation - A behavior that shows empathy
for concerns and feelings, being supportive of needs,
showing trust, and similar attributes.
• Power Focus
– The ability to marshal human, informational, or
material resources to get something done.
• Two Categories of Power
– Position power: Power derived from the
opportunities inherent in a person’s position in an
organization.
– Personal power: Power derived from the
interpersonal relationships between leaders and
followers.
43. Forms of Position Power
• Legitimate Power
– Power that stems from formal authority.
– Some people accept this power, as long as it is not
abused, because they attribute legitimacy to the formal
position and to the person who holds that position.
• Coercive Power
– The power to discipline, punish, and withhold rewards.
– Coercive power is important largely as a potential, rather
than an actual, influence.
– For example, the threat of being disciplined for not
getting to work on time may be effective in changing an
employee’s behavior.
44. Forms of Position Power
• Reward Power
– Derived from control over tangible benefits,
such as a promotion, a better job, a better
work schedule, or some form of recognition.
– For reward power to be influential, the
employee must value the rewards.
• Information Power
– Control over information that involves the
leader’s power to access and distribute
information that is either desired or vital to
others.
45. Forms of Personal Power
• Expert Power
– The power to influence another person because of
expert knowledge and competence.
– Computer specialists often have substantial expert
power in organizations because they have technical
knowledge that others need.
• Referent Power
– The ability to influence others based on personal
liking, charisma, and reputation. It is manifested
through imitation or emulation.
– Much of the power wielded by strong political
leaders, professional athletics, musicians, and artists
is referent power.
46. Power Orientation
• Personalized Power Orientation
– Associated with a strong need for esteem and
status; power is often used impulsively.
• Socialized Power Orientation
– The use of power for the benefit of others to
make subordinates feel strong and responsible.
47. Follower-Centered Approaches
• Self-Leadership Focus
– Self-leadership, sometimes referred to as
followership, is a paradigm founded on
creating an organization of leaders who are
ready to lead themselves.
• Leadership Substitutes
– Variables such as individual, task, and
organizational characteristics.
– Neutralizer
• A condition that counteracts leader behavior
and/or prevents the leader from having an effect
on a follower or a specific situation.
48. Interactive Approaches
• Interactive Approaches
– Another method of examining leadership
effectiveness is to look at how leaders interact with
their followers.
– The three approaches covered:
• Situational leadership model
• Empowerment
• Transformational leadership
49. Interactive Approaches
• Situational Leadership Model
– Examines the interaction between leadership
behavior, the situation, and the follower’s
readiness.
• Readiness - The extent to which a subordinate
possesses the ability and willingness to complete a
specific task.
• Task behavior - The extent to which a leader organizes
and defines the role of followers by explaining what
each person must do and when, where, and how tasks
are to be accomplished.
50. Interactive Approaches
• Situational Leadership Model
– Four styles of leadership behavior:
• Telling style - The leader provides specific instructions
and closely supervises performance.
• Selling style - The leader explains decisions and
provides opportunities for clarification.
• Participating style - The leader shares ideas and
maintains two-way communication to encourage and
support the skills subordinates have developed.
• Delegating style - The leader provides the subordinates
with few task or relations behaviors.
51. Interactive Approaches
• Empowerment
– The interaction of the leader giving away or
sharing power with those who use it to become
involved and committed to independent, high-
quality performance.
– Successful empowerment means that everyone
has been convinced that he or she makes a
difference to the success of the organization.
52. Interactive Approaches
• Transformational Leadership
– The interaction process of the leader’s behavior
and attitudes with the attitudes and behaviors of
followers.
– There are four primary dimensions of
transformational leadership: idealized influence,
inspirational motivation, intellectual stimulation,
and individual consideration.
53. Interactive Approaches
Primary Dimensions of Transformational Leadership
Dimension Leader’s Specific Behavior Follower’s Behavior
Individualize
Consideration
Intellectual
Stimulation
Mentors; is attentive to
achievement and growth needs
Is motivated, feels valued
Promotes innovation and
creativity; reframes problems
Is encouraged to be novel
and try new approaches
54. Interactive Approaches
Primary Dimensions of Transformational Leadership
Dimension Leader’s Specific Behavior Follower’s Behavior
Inspirational
Motivation
Idealized
Influence
Provides meaning and
challenge through prosocial,
collective action
Is aroused by team spirit;
enthusiastic; optimistic
Shares risks; is considerate of
others over own needs; is
ethical and moral
Shows admiration; respect;
trust
55. Women as Leaders
• The number of women in leadership positions
has increased steadily since 1970.
• Women occupy slightly over 25 percent of the
supervisory positions in U.S. industry and just
11 percent of senior executive positions in
Fortune 500 companies, although they
represented 51% of the population in 1999.
56. Principles of Leadership Effectiveness
• Know yourself.
• Be a role model.
• Learn to communicate with your ears open and your
mouth shut.
• Know your team and be a team player.
• Be honest with yourself as well as to others.
• Do not avoid risks.
• Believe in yourself.
• Take the offense rather than the defense.
• Know the ways of disagreement and the means of
compromise.
• Be a good follower.
