5.0 leadership 2019

5. leadership
1 5.0 leadership 2019 neo2 copy - 18 September BE 2562

Introduction

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อาทิตย์ 3 พ.ย. 62 09.00 - 16.00 น.
5. leadership
5.1 Leadership ( Traits and Relationship Perspective)
leadership Self-efficacy

Leader-member Exchange Theory

Path Goal Theory
5.2 Transformational and transactional perspectives
Transformational Theory of Leadership

Ethics-Based Leadership

Servant Leadership

theories of group dynamics
1.Topic – 5. leadership
5.1 Leadership ( Traits and Relationship
Perspective)
5.2 Transformational and transactional
perspectives

2.Before class –
You need to read all Week 2 readings
PRIOR to attending the class.
3. Do assigned readings.
Consider your responses to the
questions in the left column. Develop a
definition in your own words of what
leadership is.
4. Assigned Readings
5.1.1 McCormick, Michael J. "Self-efficacy and leadership effectiveness: Applying
social cognitive theory to leadership." Journal of Leadership Studies 8.1 (2001): 22-33.

5.1.2 Gong, Yaping, Jia-Chi Huang, and Jiing-Lih Farh. "Employee learning orientation,
transformational leadership, and employee creativity: The mediating role of employee
creative self-efficacy." Academy of management Journal 52.4 (2009): 765-778.

5.1.3Gist, Marilyn E. "Self-efficacy: Implications for organizational behavior and human
resource management." Academy of management review 12.3 (1987): 472-485.

5.1.4Dienesch, Richard M., and Robert C. Liden. "Leader-member exchange model of
leadership: A critique and further development." Academy of management review 11.3
(1986): 618-634.

5.1.5 Wayne, Sandy J., Lynn M. Shore, and Robert C. Liden. "Perceived organizational
support and leader-member exchange: A social exchange perspective." Academy of
Management journal 40.1 (1997): 82-111.

5.1.6 Gardner, William L., and Bruce J. Avolio. "The charismatic relationship: A
dramaturgical perspective." Academy of management review 23.1 (1998): 32-58.

5.1.7 House, Robert J. "Path-goal theory of leadership: Lessons, legacy, and a
reformulated theory." The Leadership Quarterly 7.3 (1996): 323-352.

5.1.8 Zaccaro, Stephen J. "Trait-based perspectives of leadership." American
Psychologist 62.1 (2007): 6.

5.1.9 Ellemers, Naomi, Dick De Gilder, and S. Alexander Haslam. "Motivating
individuals and groups at work: A social identity perspective on leadership and group
performance." Academy of Management review 29.3 (2004): 459-478.

5.1.10 Graen, George B., and Mary Uhl-Bien. "Relationship-based approach to
leadership: Development of leader-member exchange (LMX) theory of leadership over
25 years: Applying a multi-level multi-domain perspective." The leadership quarterly 6.2
(1995): 219-247.
5.2.1Judge, Timothy A., and Ronald F. Piccolo. "Transformational and transactional leadership: a meta-analytic
test of their relative validity." Journal of applied psychology 89.5 (2004): 755.

5.2.2 Dvir, Taly, et al. "Impact of transformational leadership on follower development and performance: A field
experiment." Academy of management journal 45.4 (2002): 735-744.

5.2.3 Bass, Bernard M. "Two decades of research and development in transformational leadership." European
journal of work and organizational psychology 8.1 (1999): 9-32.

5.2.4 Bass, Bernard M. "Does the transactional–transformational leadership paradigm transcend organizational
and national boundaries?." American psychologist 52.2 (1997): 130.

5.2.5 Bass, Bernard M., and Paul Steidlmeier. "Ethics, character, and authentic transformational leadership
behavior." The leadership quarterly 10.2 (1999): 181-217.

5.2.6 Brown, Michael E., Linda K. Treviño, and David A. Harrison. "Ethical leadership: A social learning
perspective for construct development and testing." Organizational behavior and human decision processes
97.2 (2005): 117-134.

5.2.7 Brown, Michael E., and Linda K. Treviño. "Ethical leadership: A review and future directions." The
leadership quarterly 17.6 (2006): 595-616.

5.2.8 Schaubroeck, John M., et al. "Embedding ethical leadership within and across organization levels."
Academy of Management Journal 55.5 (2012): 1053-1078.

5.2.9 Gregory Stone, A., Robert F. Russell, and Kathleen Patterson. "Transformational versus servant
leadership: A difference in leader focus." Leadership & Organization Development Journal 25.4 (2004): 349-361.

5.2.10 Russell, Robert F., and A. Gregory Stone. "A review of servant leadership attributes: Developing a
practical model." Leadership & Organization Development Journal 23.3 (2002): 145-157.

Leadership
Leadership is viewed as a process
rather than as a position.
leadership

Differentiating Leadership from Management: An
Empirical Investigation of Leaders and Managers
SHAMAS-UR-REHMAN TOOR, PH.D.
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Personal Leadership Resources
Cognitive
Resources
• Problem-solving
expertise
• Knowledge of
school and
classroom
conditions that
directly affect
student learning
• Systems
thinking
Social
Resources
• Perceive
emotions
• Manage
emotions
• Act in
emotionally
appropriate
ways
Psychological
Resources
• Optimism
• Self-efficacy
• Resilience
• Proactivity
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Differentiating Leadership from Management

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leadership

So how do we do Systems Leadership?  
Six dimensions of systems leadership practice 
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1. Ways of feeling (personal core values) – values
& commitment
2. Ways of perceiving (observations and hearing)
− observing ‘from the balcony’ as well as ‘from the
dance floor’
− allowing for the unseen and unpredicted
− seeking and hearing diverse views
− sensitivity to other narratives
3. Ways of thinking (intellectual and cognitive
abilities)
̶ curiosity
̶ synthesising complexity
̶ sense-making
4. Ways of doing (enabling and empowering)
− narrative and communication
− enabling and supporting others
− repurposing and reframing existing structure
and resources
5. Ways of relating (relationships and
participation)
̶ mutuality and empathy
̶ honesty and authenticity
̶ reflection, self-awareness and empathy
6. Ways of being (personal qualities)
bravery and courage to take risks
− resilience and patience
− drive, energy and optimism
− humility and magnanimity
Systems Leadership

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Leadership Studies

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leadership

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Managerial Leadership: A Review of Theory and Research
Gary Yukl
State University of New York at Albany
Managerial Leadership

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Distal and proximal leadership

Overview – The ‘History’ of Leadership
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Approach/ Theory Emphasis
Trait Theories
The Innate Qualities, Traits, Personality and
Characteristics of the Leader [What Leaders Are]
Behaviour/ Style Theories
The Behaviour and Style of the Leader [What
Leaders Do]
Situation & Contingency
Theories
Contextual - Prescriptive and Predictive Solutions
‘New’ Leadership
Transformational/ Transactional Leadership. The
Charismatic, Visionary Heroic Leader

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The ‘History’ of Leadership

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Leadership review

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Leadership review

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Leadership review

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leadership

Great Man
Theories
Early 1900s
•Research focused
on individual
characteristics
that universally
differentiated
leaders
from nonleaders
Traits Interacting
With Situational
Demands on Leaders
1930-50s
• Landmark Stogdill (1948)
study - analyzed and
synthesized 124 trait studies
- Leadership
reconceptualized
as a relationship between
people in a social situation
• Mann (1959) reviewed 1,400
findings of personality and
leadership in small groups
- Less emphasis on situations
- Suggested personality traits
could be used to discriminate
leaders from nonleaders
Revival of Critical Role of
Traits in Leader
Effectiveness
• Stogdill (1974)
- Analyzed 163 new studies
with 1948 study findings
- Validated original study
- 10 characteristics
positively identified with
leadership
• Lord, DeVader, & Alliger
(1986) meta-analysis
- Personality traits can be
used to differentiate
leaders/nonleaders
• Kirkpatrick & Locke (1991)
- 6 traits make up the
“Right Stuff” for leaders
Historical Shifts in Trait Perspective
1970’s - Early 90s
Innate Qualities
Situations
Personality / Behaviors
Today
• Intelligence
• Self-Confidence
• Determination
• Integrity
• Sociability
5 Major
Leadership
Traits
Trait approach

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Trait approach
Trait approach

Style Approach Description
❖Emphasizes the behavior of the leader
❖Focuses exclusively on what leaders do and how they act
Comprised of two general kinds of Behaviors
❖Task behaviors
Facilitate goal accomplishment: Help group members achieve objectives
❖Relationship behaviors
Help subordinates feel comfortable with themselves, each other, and the situation
Perspective
Definition
Trait approach
Bebavior/Style approach

Behaviour/ Style Approaches
• What leaders do rather than who they are

Early work - Lippitt & White (1943) identify a
single behavioural dimension - Reﬂecting
autocratic, democratic or laissez-faire behaviours

Same authors suggest - leaders cannot easily
interchange styles

Ohio State University: e.g. Fleishman, Harris &
Burt, 1955, and others) – A two factor model:

Consideration: a concern for themes such as
promoting mutual trust, respect, and
camaraderie in the relationship between
leader and follower
Initiating structure: concerns around the
task such as defining the work, and
organising and structuring tasks and
responsibility
Is this a early ref to leaders v mangers
•University of Michigan (e.g. French 1950;
Katz & Kahn, 1951)
Concern for production (job-centred concerns)
Concern for relationships (employee-centred
concerns).
•Blake & Mouton (1964) Leadership Grid
Concern for people
Concern for results

Behaviour/ Style Approaches
But
• Weak empirical support for how behavioural action
contributes to leadership outcome

• What behaviours – How long can scholars make the
list? - Decades of research have not identified a
universal collection of behaviours that contribute to
effective leadership.

• What of the causal direction between the behaviour
of the leader and follower related variables

• Behaviour and Styles Research has employed so
many scales as to make the results meaningless –
Of 120 different scales used - most employed only
a few times ( Schriesheim & Kerr, 1977)

• What of the environment/context in which
leadership takes place

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Situation/Contingency approach

Contingency Theory Approach Description
❖Contingency theory is a leader-match theory (Fiedler & Chemers,
1974)
• Tries to match leaders to appropriate situations
❖Leader’s effectiveness depends on how well the leader’s
style fits the context
❖Fiedler’s generalizations about which styles of leadership
are best and worst are based on empirically grounded
generalizations
Perspective

Situation & Contingency Approaches
• Theories that attempt to account for the influence of
environmental or situational factors

Fluid variables: e.g. The level of authority leaders have
over their subordinates

The degree of leader/ follower relations

The extent that the goals of the group can be
objectively defined

These affect the favourability of the situation faced by
leaders and followers - can influence the methods of
leadership considered appropriate to the situation.

The theories include aspects found in the traits and
behavioural models
•Filley, House & Kerr (1976), Four principle themes:
Leader characteristics
Followers’ needs, attitudes and expectations
Task requirements of the leader and followers
The organisational and wider contextual
environment
•Contingency Model ( Fiedler, 1965)
•Path-goal theory (House, 1971)
•Situational Leadership Theory [SLT] Hersey &
Blanchard (1993):

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Situation & Contingency Approaches
BUT
• Validity of the measurement scales

• What is being measured

• What is the solution when there is a mismatch
between situation and leader?

• How are followers’ competences and
commitment conceptualised - how do they relate
to followers’ levels of development

• Leader matching (style to needs of situation)-
leader may be appropriate for one situation, for
example ﬁre ﬁghting a crisis, what becomes of
the leader when a status quo is achieved and the
style is no longer considered appropriate?
Fiedler’s Contingency Theory
Path-Goal Theory:
Situational Leadership Theory (SLT):
Vroom-Yetton Model:

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Substitutes for Leadership
Characteristic
Relationship-Oriented or Considerate
Leader Behavior is Unnecessary
Task-Oriented or Initiating
Structure Leader Behavior is
Unnecessary
Of the Subordinate
1. Ability, experience, training, knowledge X
2. Need for Independence X X
3. “Professional” orientation X X
4. Indifference toward organizational rewards X X
Of the Task
5. Unambiguous and Routine X
6. Methodically invariant X
7. Provides its own feedback concerning
accomplishment X
8. Intrinsically satisfying. X

Substitutes for Leadership
Characteristic
Relationship-Oriented or
Considerate Leader Behavior
is Unnecessary
Task-Oriented or Initiating
Structure Leader Behavior is
Unnecessary
Of the Organization
9. Formalization (explicit plans, goals, and areas
of responsibility)
X
10. Inflexibility (rigid, unbending rules and
procedures)
X X
11. Highly specified and active advisory and staff
functions
X X
12. Closely knit, cohesive work groups X X
13. Organizational rewards not with the leader’s
control
14. Spatial distance between superior and
subordinate
X
Source: Adapted from S Kerr and J M Jermier, “Substitutes for Leadership:Their Meaning and Measurement,”
Organizational Behavior and Human Performance, December 1978, pp 375-403

• 1980s - Disillusionment and pessimism about
leadership research ( Bryman, 1992)

‘New’ Leadership
Charismatic Leadership (e.g. House, 1977;
Conger & Kanungo, 1987; Shamir, House &
Arthur 1993; Waldman & Yammarino, 1999),

Visionary Leadership (e.g. Bennis & Nanus, 1985;
Nanus, 1992).

Transformational/ Transactional Leadership (e.g.
Burns, 1978; Bass, 1985; Tichy & Devanna,
1990; Kouzes & Posner, 1995; Alimo-Metcalfe
& Alban-Metcalfe, 2001)
• Core concept – charisma

Some authors use the general label ‘charismatic
leadership’ to describe all of them

Burns (1978) Transforming and Transactional
leader on a single dimension
Bass (1985) Transformational and Transactional
leader – separate dimensions
The four ‘I’s of transformational leadership

Idealised Inﬂuence & Inspirational Motivation (which
combine to form charisma)

Intellectual Stimulation

Individualised consideration

Covey (1991)!33
Transformational Leadership Transactional Leadership
Builds on the need for meaning
Builds on the need to get a job done and make a
living
Focuses more on missions and strategies Focuses on tactical issues
Makes full use of human resources. Identifies and
develops new talent
Relies on human relations to lubricate human
interactions
Designs and redesigns jobs to make them meaningful
and challenging
Follows and fulfils role expectations by striving to
work effectively within current systems
Leads out in new directions. Aligns internal
structures and systems to reinforce overarching
values and goals
Supports structures and systems that reinforce the
bottom line, maximise efficiency, and guarantee
short-term profits
Is orientated towards long-term goals without
compromising human values and principles
Is short-term and hard data orientated
Is preoccupied with purposes and values, morals, and
ethics
Is preoccupied with power and position, politics
and perks
Transcends daily affairs Is mired in daily affairs
Separates causes & symptoms and works at
prevention
Confuses causes & symptoms and concerns itself
more with treatment than prevention
‘New’ Leadership Approaches

BUT
• Based on studies of ‘distant’ leaders such as CEOs of
larger commercial organisations or senior military oﬃcers

• Based largely on the study of males

• Based on white populations

• Based, in the main, on the views of those occupying
formal leadership positions (Alimo-Metcalf)

• Are the constructs really distinctive? – correlation

• Dimensions, particularly charisma, lack conceptual
clarity, are ill-deﬁned and poorly measured

• Transformational leadership viewed as morally superior:
some of the transactional items are written in a
manner which already implies that the leader is
ineffective (Smith & Peterson 1988)

• High reliance on rating by subordinates (bias)

Exchange Theories
Principally concern the relationship between leader and
follower(s)

• Social Exchange Theory of leadership (SET) Hollander
(1958, 1978, 1993)

• Leader Member Exchange (Dansereau, Graen &
Haga, 1975; Graen & Cashman, 1975; Graen & Uhl-
Bien, 1991, 1995)

Good quality relationships (ingroup) between leader and
follower the negotiated role responsibilities are
expanded

Poor quality relationship (outgroup) between leader and
follower - more likely that subordinate will have
formal deﬁned roles
Post Heroic
• New Leadership - A return to style, behaviour
and traits –

• A return to the ‘one best way’ (Bryman,
1992)

• Lacking context (again)

• Leadership is not a simple dyadic relationship

• Assumptions about hierarchical arrangements

• Individual achievement? (The leader of course)


Post Heroic themes
A ‘Post Heroic’ Approach to Leadership

• Distributed (dispersed)/ Shared/ Collaborative (note: some
similarities and diﬀerences)

• Followership & Follower Centred Perspectives

• Servant Leadership

• Authentic / Ethical/ Values / Responsible Leadership

• Creative Leadership

• Spiritual Leadership

And others...

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Traditional Hierarchy of Leadership
Pull
Push
Personality
Inspiration
Exchange
Rules
Leading by:
Transactional
Transformational
Charismatic
Bureaucratic
Performance
How to improve your leadership skills

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How to improve your leadership skills

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leadership behaviour

5.1 Leadership
( Traits and Relationship Perspective)
leadership Self-efﬁcacy
Path Goal Theory

Self-Efﬁcacy and Leadership Effectiveness: Applying Social Cognitive Theory to Leadership
Michael J. McCormick
First Published May 1, 2001

Linking transformational leadership to nurses’ extra-role performance: the mediating role of self-efﬁcacy and work engagement
Marisa Salanova, Laura Lorente, Maria J. Chambel & Isabel M. Mart́ınez

Self-Efﬁcacy: A Theoretical Analysis of Its Determinants and Malleability
Marilyn E. Gist1 and Terence R. Mitchell1

Cultivate Self-efﬁcacy for Personal and Organizational Effectiveness
ALBERT BANDURA

Linking transformational leadership and employee creativity in the hospitality industry: The inﬂuences of creative role identity, creative
self-efﬁcacy, and job complexity
Chung-Jen Wang a, *, Huei-Ting Tsai a
, Ming-Tien Tsai b
 

TRANSFORMATIONAL LEADERSHIPINWORKGROUPS The Role of Empowerment, Cohesiveness, and Collective-Efﬁcacy on Perceived
Group Performance
DONG I. JUNG San Diego State University
JOHN J. SOSIK Pennsylvania State University

EMPOWERING LEADERSHIP IN MANAGEMENT TEAMS: EFFECTS ON KNOWLEDGE SHARING, EFFICACY, AND PERFORMANCE
ABHISHEK SRIVASTAVA

General self-efﬁcacy and self-esteem: toward theoretical and empirical distinction between correlated self-evaluations
GILAD CHEN1
*, STANLEY M. GULLY2
AND DOV EDEN3

Two decades of self-leadership
theory and research
Past developments, present trends, and future possibilities
Christopher P. Neck

Transformational Leadership in Work Groups: The Role of Empowerment, Cohesiveness, and Collective-Efﬁcacy on Perceived Group
Performance
Dong I. Jung and John J. Sosik
Small Group Research 2002; 33; 313 Transformational Leadership

A Model for Servant Leadership, Self-Efﬁcacy and Mentorship
Servant Leadership Research Roundtable – August 2006
Randy Poon Regent University
Servant Leadership

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Leader-member Exchange
Theory

LMX Model
➢ How groups are assigned is unclear
– Follower characteristics determine group membership
➢ Leaders control by keeping favorites close
➢ Research has been generally supportive

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Liden, Sparrowe & Wayne (1997)
Variables in LMX research
Antecedents
Member Characteristics:
Ability
Age
Education
Gender
Performance
Personality
affectivity
GNS
introversion/extroversion
locus of control
Race
Upward influence
assertiveness
ingratiation
Leader Characteristics
Ability
Affectivity
Interactional variables
Demographic similarity
Expectations
Liking
Personality similarity
Contextual variables:
Leader work load
Leader time based stress
LMX
Consequences
Attitudes & Perceptions:
Climate
Job problems
Leader supply of resources
Organizational commitment
Satisfaction
co-workers
pay
promotion
supervision
overall
Turnover intentions
Upward influence
Behaviors:
Communications
Innovation
Organizational citizenship
Performance
Turnover
Work activities (task variety, etc)
Outcomes by organization:
Bonuses
Career progression
Promotions
Salary increases
Some moderating effects
have been shown but not
included in Liden model.

S Subordinate
In-GroupOut-Group
Leader
S
S
S
S S
S
S
S S
S
S
S
❖In-Group
– more information, influence,
confidence & concern from
Leader
– more dependable, highly
involved & communicative than
out-group
❖ Out-Group
– less compatible with Leader
– usually just come to work, do
their job & go home
In-Group & Out-Group Subordinates

Phases in Leadership Making 
Graen & Uhl-Bien (1995)
Scripted
One Way
Low Quality
Self

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Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) theory of Leadership over 25 Years:
Applying a Multi-Level Multi-Domain Perspective
George B. Graen
University of Cincinnati
Mary Uhl-Bien 
University of Nebraska-Lincoln, mbien2@unl.edu

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5.1 Leadership
( Traits and Relationship Perspective)
Path Goal Theory

Path-Goal Model
➢ Two classes of contingency variables:
– Environmental are outside of employee control
– Subordinate factors are internal to employee
➢ Mixed support in the research findings
Path Goal Theory

Path Goal Theory

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Path Goal Theory
The theory implies that the
motivation of the followers is
based on the expectancy
theory (Vroom, 1964). The
expectancy theory implies
that workers will be motivated
if they are capable of doing
the work, believe that their
work will achieve certain
outcomes, and if the work is
worthwhile their time. In
addition, the expectancy
theory leader must ﬁnd out
what rewards the followers
want and then make the
rewards tangible
Path-goal leadership is not an approach to leadership, but a theory of leadership that can be applied in
multiple settings to improve one’s leadership. This type of leadership relates to how leaders motivate
others to accomplish goals. Northhouse (2016) stated that the goal of path-goal leadership was to
improve follower’s performance and satisfaction by focusing on follower motivation.
Leader should choose a
leadership style based on
what motivates followers
to an intended goal or
outcome

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Path Goal Theory

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Path Goal Theory

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Path Goal Theory

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Path Goal Theory

Servant Leadership

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10.Transformational leadership (Burns, 1978)

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10.Transformational leadership

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10.Transformational leadership

82

83

84

Transformational leadership
Yammarino, F. J., & Dubinsky, A. J. (1994). Transformational leadership theory: Using levels of analysis to
determine boundary conditions. Personnel psychology, 47(4), 787-811.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their
relative validity. Journal of applied psychology, 89(5), 755.
Bass, B. M. (1997). Does the transactional–transformational leadership paradigm transcend organizational and
national boundaries?. American psychologist, 52(2), 130.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower
development and performance: A field experiment. Academy of management journal, 45(4), 735-744.
Bryant, S. E. (2003). The role of transformational and transactional leadership in creating, sharing and exploiting
organizational knowledge. Journal of Leadership & Organizational Studies, 9(4), 32-44.
Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and
dependency. Journal of applied psychology, 88(2), 246.
Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of
applied psychology, 85(5), 751.
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis.
Journal of applied psychology, 89(5), 901.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The
leadership quarterly, 10(2), 181-217. 85

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58

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59

Bernard M. Bass
Center for Leadership
Studies, State University of
New York,
Binghamton, USA

Charismatic Model of Leadership
Leader 
behavior
Effects on follower 
self-concepts
Motivational 
mechanisms
Personal 
outcomes
• Leader establishes a
vision 
• Leader establishes
high performance
expectations and
displays confidence in
him/herself and the
collective ability to
realize the vision
•Leader models the
desired values, traits,
beliefs, and behaviors
needed to realize the
vision
• Follower motivation,
achievement orientation
and goal pursuit
•Follower identification
with both the leader and
the collective interests of
organizational members 
• Follower self-esteem
and self-efficacy
• Increased intrinsic
value of effort and
goals
• Increased effort - 
performance
expectations 
 
• Increased intrinsic
value of goal
accomplishment
• Personal
commitment to leader
and vision
• Self-sacrificial
behavior
• Organizational
commitment
•Task meaningfulness
and satisfaction
•Increased
performance
Charismatic Leadership

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Values-Based Leadership

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Ethical leadership

Authentic Leadership Description
❖Authentic Leadership – focuses on whether leadership is genuine
❖Interest in Authentic Leadership
• Increasing in recent times due to social upheavals

• People longing for trustworthy leaders
• Identiﬁed earlier in transformational leadership research but
not studied separately

• Needed evidence-based research of construct
Perspective
Authentic leadership

Authentic Leadership: A Self, Leader, and Spiritual Identity Perspective
Karin Klenke
Leadership Development Institute (LDI) International
Karin Klenke, PhD is the Chief Leadership Development Oﬃcer at the
Leadership Development Institute (LDI) International, an international
consulting ﬁrm specializing in the design and delivery of customized and
public leadership development and education programs. As a leadership
consultant, she develops, designs and implements leadership development
programs for senior executives in private and public sector organizations to
include leadership succession planning, scenario planning, women in
leadership and leadership genealogy and legacy in addition to public and
customized leadership workshops and seminars. Dr. Klenke was past
president of the Association/International Association of Management and has
held numerous academic appointments at the universities of Colorado,
Richmond, Maryland and The George Washington and Northcentral University.
She has served as Founding Editor and Editor-in-Chief of management and
leadership journals and currently serves on numerous editorial boards. Her
publications include books, monographs and journal articles in leadership,
management, psychology, women’s studies and methodological journals.

Dr. Klenke’s areas of expertise include strategic planning, organizational
development, executive and life coaching, team-building, change
management, contract negotiations, proposal writing, and quantitative and
qualitative data analyses; extensive editorial and conference management
experience.
Authentic Leadership

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The
Authentic
Leader
Purpose
ValuesHeart
RelationshipsSelf-discipline
Leadership for what purpose?
A leader’s moral compass, shaped by
personal beliefs, consultation,
introspection and experience
Establish a genuine
emotional connection
that ignites the souls of
their followers
Build trust and commitment through
openness and depth of close and
enduring relationships
DWYSYWD – follow
through consistently

Concrete Experiments
How do I develop as a leader?
• Develop honest self-awareness (foundation stone)
• Create a self-regulatory learning loop
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Reflection
Feedback
Assimilation

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LTC Oliver North
Takes The Oath
To Tell The Truth
Iran Contra
Hearings
1987
LTC Oliver North and His Lawyer
Iran Contra Hearings 1987

!108

Servant Leadership

A Servant Leader…
1. Listens intently and receptively

2. Exercises empathy

3. Nurtures healing and wholeness

4. Unﬂinchingly and consistently applies ethics and
values

5. Builds cooperation within the team through persuasion

6. "Dreams big dreams" - Conceptualization

7. Exercises foresight

8. Understands service and stewardship as the ﬁrst and
foremost priority

9. Nurtures the growth of employees

10. Builds community within the organization
Servant Leadership

!111
Servant Leadership

!112
Servant Leadership

Servant Leadership

!114
Servant Leadership

!115
Servant Leadership

!116

Depersonalizing Leadership and
Followership

Petros G. Malakyan
Department of Leadership Studies, Indiana Wesleyan University, Marion, Indiana
(Ph.D., Fuller Theological Seminary, USA).
Professor of Organizational Leadership in the
School of Service and Leadership at Indiana
Wesleyan University in Marion, Indiana, USA
(2010-2016).
Since 2016 he serves as Department Head of
Organizational Leadership at Robert Morris
University, Pennsylvania, USA.
Depersonalizing Leadership and Followership

Shared Leadership

!120
Shared Leadership

!121
Shared Leadership

!122
Why Shared Leadership?
Collaborative Decisions May Mean Better Results
To Reflect Changing Organizational Structures
It’s a Future-oriented Leadership Approach
Increasingly Complex Demands on the Leader
Shared Leadership

!123
Shared Leadership

Distributed leadership

!125

!127
https://youtu.be/N7tKQevWiuQ

Team leadership

!129
Professor John Adair
Action-centered leadership

!130
Team leadership

!131
Strategic leadership

!132
Strategic leadership

!133
88
Senior leadership teams

!134
“ Teams that are well designed are much better able to take advantage of good coaching. But, well designed teams are also very
robust, bad coaching does not really impair the effectiveness of well-designed teams. So, getting all the other conditions in place
first puts you in position as a team coach to make a very positive difference to the effectiveness of the team and it also protects the
team from any kind of real time intervention in their process that might not actually be helpful to them. „
Ruth Wageman
Senior leadership teams

Historical Perspective of Team Leadership – 1920s-1980s
20-30s 40s 50s 60-70s 80s
• Human
Relations
movement
• Collaborative
efforts at
work
• Group
dynamics
• Social
science
theory
• T group
• Leader’s
role in
T group
• Organizational
development
• Team
leader
effectiveness
• Quality
teams
• Benchmarking
• Continuous
improvement
Team leadership

Historical Perspective of Team Leadership – 1990s
90s
• Group
dynamics
• Social
science
theory
• Team-based,
technology
enabled
• Global
perspective
• Flatter
organizational
structure
• Strategies for
competitive
advantage
Parker
1990
❖ Effectiveness research
The use of teams has led to:
– Greater productivity
– More effective use of
resources
– Better decisions & problem
solving
– Better-quality products &
services
– Increased innovation &
creativity
Team leadership

!137
Team leadership

!138
Team leadership

Hill’s Model for Team Leadership
Team leadership

Team Effectiveness
Team leadership

!141
Team leadership

Team leadership

Overview ChanoMa (means “Living Room”) is a
Service for a dual-income households
with little children to tighten family
bonds.
Project Overview
• Role: Product Design
Lead
• Year: 2018
• Duration: 1 year
• Category: Professional
Project
• Client: Chubu Electric
Power(C-EP), which
supplies electricity to 10
Design Approach
• Design Thinking
(Concept) + Lean Startup
(Business Design) + Agile
Development (Build)
• Contributed the project
from end to end
• Managed 10 person team
(Designers + Engineers +
Strategists)
WORKS TALKS/LECTURES ABOUT ME CV
Team leadership

!146
A model of leader performance functions contributing to team effectiveness. Influence of leader performance functions on team cognitive processes.
Influence of leader performance functions on team motivational processes.
Influence of leader performance functions on team coordination.
Team leadership
Influence of leader performance functions on team affective processes.

!147
Team leadership

148
Team leadership

149
Beck Weathers
Born: December 16, 1946
Birthplace: Texas
Adventure Consultants: Client
Rob Hall
Born: January 14, 1961
Birthplace: New Zealand
Death: May 11, 1996, South Summit, Everest
(exposure)
Adventure Consultants: Lead Guide
Scott Fischer
Born: December 24, 1955
Birthplace:Michigan, United States, USA
Death: May 11, 1996, Southeast Ridge,
Mt. Everest, 8300 m (exposure)
Mountain Madness:Lead Guide
Team leadership

150
Case:
Mount Everest – 1996.
Michael Roberto & Gina M. Carioggia, Harvard Business School, 6 Jan 2003, N°9-303-061.
Preparation questions:
1. Why did this tragedy occur? What is the root cause of this disaster?
2. Are tragedies such as this inevitable in a place like Everest?
3. What is your evaluation of Scott Fischer and Rob Hall as leaders? Did they make some poor
decisions? If so, why?
4. What are the lessons from this case for general managers in business enterprises?
Reading:
Knowing when to Pull the Plug.
Barry M. Staw & Jerry Ross, Harvard Business Review, March-April 1987, N°87212
Team leadership

!151
Team leadership

Lorem Ipsum Dolor
leadership development

5.0 leadership 2019

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