A look at leadership types, styles, theories, and traits.

1. LEADERSHIP
Randy Ashby
SNHU Adjunct
OL125

2. Agenda
• Leaders and Managers
• What is Leadership
• Formal and Informal Leaders
• Why Leaders are Important
• Leadership Types
• Leadership Theories
– Contingency
– Situational
– Path-Goal
– Transformational
– Great Man & Leader-Member Exchange
• Leadership Traits
– The Big 5
• Leadership Styles
– Pacesetter and Visionary
– Affiliative and Democratic
– Coaching and Coercive
– Servant and Laissez-Faire
– Situational
• Final Thoughts

3. Leaders &
• Despite many people using these interchangeably, management and leadership are
different.
– Leaders – Inspire, Innovate, Trusts, Long-term, People, Informal, Develop, Vision Chosen
– Managers – Directs, Executes, Controls, Immediate, Task, Formal, Evaluate, Plan,
Assigned
Managers

4. What is
Leadership
• “The act of inspiring subordinates to perform and engage in achieving a goal
and involves
– establishing a clear vision
– sharing that vision with others
– providing the information, knowledge, and methods to realize that vision
– coordinating and balancing the conflicting interests of all members and stakeholders”
(Leadership, 2015)
• “Leadership: The art of getting someone else to do something you want
done because he wants to do it” ~President Dwight D. Eisenhower

5. Formal &
• Organizations have two types of leaders within their ranks.
– Formal Leaders – Someone that holds a position of responsibility and power
within an organization or group.
– Informal Leaders – “without a formal position of authority within the
organization but…[influence] others through personal forms of power” (Bauer &
Erdogan, 2014).
Informal Leaders

6. Why Leaders
Are Important
• “Talent is important. But the single most important ingredient after you get
the talent is internal leadership. It's not the coaches as much as one single
person or people on the team who set higher standards than that team
would normally set for itself.” ~Mike Krzyzewski, “Coach K”, Duke Men’s
Basketball Coach/USMA ‘69.

7. Leadership
Types
• Leadership has different types of leaders. There are many different
leadership styles out there but, in general, they are broken down into five
divisions.
– Bureaucratic
– Charismatic
– Task Oriented
– People Oriented
– Transformational

8. Bureaucratic
• Bureaucratic - ”Bureaucratic leaders rely on rules and regulations and clearly
defined positions within organizations” (Spahr, 2014). Focus is on hierarchy, rules,
and specialty skills.
• Charismatic - “Charismatic leaders are essentially very skilled communicators –
individuals who are both verbally eloquent, but also able to communicate to followers
on a deep, emotional level. They are able to articulate a compelling or captivating
vision, and are able to arouse strong emotions in followers.” (Riggio, 2012).
Charismatic

9. Task Oriented
People Oriented
• Task Oriented - ”A task-oriented leader is one who focuses on the task or series
of tasks at hand, as well as all procedures necessary to achieve the task. A task-
oriented leader is less concerned with the idea of catering to employees, and more
concerned with finding technical, step-by-step solutions for meeting specific goals”
(Anzalone, 2015).
• People Oriented – “People-oriented leaders know their employees' strengths
and talents and they place people in positions that take advantage of those positive
characteristics. Commanders and supervisors who understand and focus on the
human element in managing are most likely the true leaders within” organizations
(Grinder, 2003).

10. Transformational
• Transformational- “ facilitates a redefinition of a people’s mission and
vision, a renewal of their commitment and the restructuring of their systems
for goal accomplishment.” (Hay, n.d.)
– Key Elements
• Influence – People believe in the person
• Inspires – motivates people to act towards a vision and not just a goal
• Individual Consideration – treats individuals individually and cares about their ideas
and well-being
• Intellectual Stimulation – challenges followers and influences innovation and creativity.

11. Leadership
Theories
• There are multiple ideas and theories that have been developed about
leadership throughout the years. A few are:
– Fiedler’s Contingency Theory
– Situational Leadership Theory
– Path-Goal Theory
– Transformational (Relationship) Leadership Theory
– Great Man Theory
– Leader-Member Exchange (Transactional/Management) Theory
– Trait Theories
– Behavioral Theories
– Participative Theories

12. Contingency
Theory
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http://slideplayer.com/slide/1470525/
• Fiedler’s Contingency Theory
– Understand a situation and put the right people in the right situation in order to increase
leader effectiveness.
– Three main components of the situation are: Task Structure, Position Power of the leader,
and the relations between leader and follower.

13. Situational Leadership
Theory
• Developed by Paul Hersey and Ken Blanchard.
• Focus is on understanding followers’ abilities, competence levels, maturity, and
commitment. By understanding these attributes the leader then chooses which
style of leadership to use.
• Four Leadership Styles Identified (Cherry, 2015).
– Telling – Leader tells people what to do
– Selling – Leader sells their message to earn buy in
– Participating – Leader allows followers to actively develop ideas and make decisions
while still giving some direction
– Delegating – Members make most decisions
• Blanchard later refined the theory (SLII) and came up with these styles
– Directing – Leader tells people what to do and how to do it because of lack of skill or
competence
– Coaching – Leader is able to allow more freedom to followers as they improve on
skills but still maintains control
– Supporting – Leader is able to provide support of higher competence followers’ ideas
and decisions
– Delegating – Members are committed and competent and the leader allows them to
make decisions

14. Path-Goal
• Path Goal Theory
– Developed by Robert House in 1971 and revised in 1996 after 25 years of research
– Premise is that success of a task is dependent on follower characteristics,
environmental factors, and leadership style of the leader.
– A leader’s main job is to ensure that employees believe (Bauer & Ergogan):
• Their effort will lead to high performance
• Their high performance will be rewarded
• The rewards they receive are important to them
– Based off of four pillars of leader effectiveness (Vandegrift & Matusitz, 2011, p.
352-353) there are four styles.
• Directive – Create situations to communicate what needs to be accomplished and how
• Supportive – Show concern for followers and emphasize a friendly environment
• Achievement Oriented – Give members high goals to achieve and remove obstacles
to reaching them
• Participative – Involve team in developing options and making decisions

15. Great Man Theory
• Great Man Theory – Popularized in the 1800s it this took the view that
leaders are born, not made, and that the qualities that make a leader cannot be
developed and do not predict effectiveness as a leader. Some of these qualities
include:
– Intelligence
– Intuition
– Charisma
– Judgment
– Courage
• Leader-Member Exchange Theory – Asserts that a leader has two groups,
the in-group and the out-group, and that they will provide higher rewards and
favor to the in-group. The in-group is identified by having similar goals, values,
work ethic, or competency desired by the leader. The development of the
relationship goes through three phases:
– Role Taking – The leader “feels out” the new team member for their abilities
– Role Making – The leader establishes the level of trust they have in the follower
– Routinization – There is a pattern of interaction established that demonstrates
whether the member is in the in-group or out-group.
Leader-Member Exchange

16. Leadership
Traits
• There are many elements that draw people to leaders:
– Intelligence
– Extraversion
– Conscientiousness
– Communication
– Self Esteem
– Integrity
– Physical Appearance
– Empathy (EQ)
– Flexible Leadership
IQ
EQ
Physical
Integrity
Self EsteemCommunication
Creativity
Conscientious
Flexible

17. The “Big 5” Personality
Traits
• These five traits were identified in studies as parts of personalities with
high, or low, scores in each area being predictors of tendencies.
– Openness
• High score = Open to new ideas; creative; imaginative.
• Low score = prefers routine; conventional; practical
– Conscientiousness
• High score = Goal directed; detailed; dependable; organized.
• Low score = Impulsive; careless; disorganized
– Extraversion
• High score = Adventurous; outgoing; assertive
• Low score = Quiet; reserved; withdrawn
– Agreeableness
• High score = Kindness; trust; affection; considerate;
• Low score = Critical; uncooperative; jaded
– Neuroticism
• High score = Unhappy; anxious; negative
• Low score = Even tempered; secure; calm

18. Leadership
Styles
There are many different leadership styles that people can ascribe to. The most
prevalent are listed below:
• Pacesetter
• Visionary
• Affiliative
• Democratic (Participative)
• Coaching
• Coercive (Transactional)
• Servant
• Laissez-Faire (Delegative)
• Situational

19. Pacesetter &
• Pacesetter
– Models excellence and greatness to their subordinates
– Expects followers to perform up to their expectations
– Do not expect anything from their followers that they would not do their self
– Does not trust people that do not always perform at the highest level
– Does not like people that are smarter, stronger, better, etc than they are
– Those with this style tend to burn out team members and destroy team dynamics
• Visionary
– Focuses a group on a common goal and path
– Have very clear expectations of a desired direction but lets the individuals figure
out how to reach the goal
– Shares knowledge and information freely
– Is typically a subject matter expert (or at least thinks they are) so does not handle
those smarter than them very well
Visionary

20. Affiliative &
• Affiliative
– Creates a focus on building relationship among members
– Uses a lot of praise to connect with followers
– Wants trust and avoids conflict that will damage relationships
– Prioritizes people over the job, many times at the expense of the results
– Avoidance of conflict can lead to a “yes man” mentality
• Democratic
– Seeks out input, both positive and negative, from many different members
– Desires to build commitment through participation in the process
– Helps members to feel like they are part of the decision
– Can be slow and unresponsive; especially in emergency situations
– Sometimes will focus too much on getting input than making decisions
Democratic

21. Coaching &
• Coaching
– Focuses on developing the individuals for long term, sustained productivity
– Looks to connect organizational goals to personal elements
– Tries to help people identify their strengths and weaknesses
– Delegates to others in order to get them to build confidence
– Typically builds a lot of loyalty from the followers
– Can be perceived as intrusive and micromanaging
– Does not handle people resistant to their help very well
• Coercive(Commanding)
– Wants others to do what they say, how they say it, when they want it
– Works very well in crisis situations and is very decisive
– Will alienate people and keep them away
– Destroys creativity and flexibility which reduces options
Coercive

22. Servant &
• Servant
– Puts the needs of their followers ahead of their own
– Typically looks to share power and decision making ; values different opinions
– Helps to develop others as well as support them in accomplishing their tasks
– Because they want to help their followers they can be caught up in actually doing
the tasks rather than providing assistance and support.
• Laissez-Faire (Delegative)
– Leaders are hands off and allows the group/team to make decisions
– Provides very little guidance; members are expected to solve their own problems
– Leaders simply provide the tools to get the job done
– Generally considered the least productive style
Laissez-Faire

23. Situational
• Like the Situational Leadership Theory the situational leadership style takes
the best approach based off of the current situation, people involved, and
environment that they are operating in.
• An effective situational leader needs to have high situational awareness as
well as high emotional intelligence (EQ) so that they can fully read the
situation.
• Being able to lead with a people focused bent and with a task oriented
purpose are difficult to navigate which is why true situational leaders are so
hard to come by.
• Many times, people that wish to focus on being situational leaders are not
able to do so because they do not have the ability to “flip the switch” based
off of situational or emotional cues.

24. Final Thoughts
• Good leadership does not guarantee success; however, a lack of leadership
will definitely guarantee failure.
• There is no right or wrong leadership style to use. Remember, though, the
followers get a vote and will do so with their performance.
• How important is leader to human beings? The earliest known writings of
the Sumerian civilization were found to have a proverb stating that “the
beloved true commander distributes the leadership”. Over five
thousand years ago and they came up with a similar idea to what we have
now.

25. Works Cited
Leadership. (2015). In The Business Dictionary (on-line). Retrieved from
http://libguides.scu.edu.au/content.php?pid=161580&sid=1594178.
Bauer, T.N. & Erdogan, B. (2014). Human Relations in the Organization. Asheville, N.C.: Soomo Publishing.
Krueger, D.L. (2013). Informal Leaders and Cultural Change. American Nurse Today, 8(8) online. Retrieved from
http://www.americannursetoday.com/informal-leaders-and-cultural-change/.
Spahr, P. (2014). What is Bureaucratic Leadership? How Rules can Guide People. Retrieved from http://online.stu.edu/bureaucratic-
leadership/.
Riggio, R.E. (2012). What is Charisma and Charismatic Leadership? Psychology Today online. Retrived from
https://www.psychologytoday.com/blog/cutting-edge-leadership/201210/what-is-charisma-and-charismatic-leadership.
Anzalone, C. (2015). Differences Between Task Oriented Leaders & Relational Oriented Leaders. Retrieved from
http://smallbusiness.chron.com/differences-between-taskoriented-leaders-relationaloriented-leaders-35998.html.
Grinder, D. (2003). People-Oriented Leadership. The Police Chief, 70(10). Retrieved from
http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display_arch&article_id=112&issue_id=102003.
Hay, I. (n.d.). Transformational Leadership: Characteristics and Criticisms. Retrieved from
http://www.leadingtoday.org/weleadinlearning/transformationalleadership.htm.
Cherry, K. (2015). What is the Situational Theory of Leadership? Retrieved from http://psychology.about.com/od/leadership/fl/What-Is-
the-Situational-Theory-of-Leadership.htm.