This document discusses various approaches and theories of leadership. It begins by defining leadership as influencing a group toward goals, versus management which uses authority to obtain compliance. Trait theories view leadership as innate traits, while behavioral theories believe leadership can be learned. Contingency theories state the most effective leadership depends on situational factors. Specific theories covered include Fiedler's contingency model, cognitive resource theory, and situational leadership theory. Transformational leadership aims to inspire followers through vision and risk-taking, compared to the more transactional exchange-based approach.
The document discusses various theories of leadership, including:
1. Behavioral theories which propose that specific behaviors differentiate leaders and that leadership behaviors can be taught. This includes the Ohio State and University of Michigan studies.
2. Contingency theories which consider the situation, such as the Fiedler model and situational leadership theory.
3. Contemporary theories like transformational leadership which inspires followers and authentic leadership which is ethical and honest.
4. The importance of trust and how leaders build trust through integrity, competence, consistency, loyalty and openness.
Ongamo joe marshal - basic approaches to leadershipOngamoJoeMarshal
Ongamo Joe Marshal had worked with Asia TV under "chin sing film company ltd" as casting director and also recently he participated in arranging the kickboxing and k1 fights arranged by Asia TV in Hongkong.
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.
This document discusses various leadership theories including trait theory, style theory, grid theory, and situational leadership. It defines leadership and discusses key leadership traits such as adaptability, assertiveness, and motivation. It also analyzes different leadership styles like autocratic, democratic, and laissez-faire. The grid theory of leadership identifies five styles based on concern for people and production - indifferent, accommodating, dictatorial, status quo, and sound. Overall, the document provides an overview of several important leadership theories and concepts.
The trait theory of leadership suggests that good leaders possess certain identifiable qualities and traits. Some key traits that effective leaders tend to have include achievement drive, leadership motivation, integrity and honesty, self-confidence, intelligence, and cognitive ability. Trait theory is based on comparing the traits of successful and unsuccessful leaders to predict effectiveness. While trait theory provides a framework for understanding leadership qualities, it has limitations in that leadership traits may vary depending on the situation and are not always consistent across all leaders.
The document discusses various theories of leadership, including:
1. Behavioral theories which propose that specific behaviors differentiate leaders and that leadership behaviors can be taught. This includes the Ohio State and University of Michigan studies.
2. Contingency theories which consider the situation, such as the Fiedler model and situational leadership theory.
3. Contemporary theories like transformational leadership which inspires followers and authentic leadership which is ethical and honest.
4. The importance of trust and how leaders build trust through integrity, competence, consistency, loyalty and openness.
Ongamo joe marshal - basic approaches to leadershipOngamoJoeMarshal
Ongamo Joe Marshal had worked with Asia TV under "chin sing film company ltd" as casting director and also recently he participated in arranging the kickboxing and k1 fights arranged by Asia TV in Hongkong.
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.
This document discusses various leadership theories including trait theory, style theory, grid theory, and situational leadership. It defines leadership and discusses key leadership traits such as adaptability, assertiveness, and motivation. It also analyzes different leadership styles like autocratic, democratic, and laissez-faire. The grid theory of leadership identifies five styles based on concern for people and production - indifferent, accommodating, dictatorial, status quo, and sound. Overall, the document provides an overview of several important leadership theories and concepts.
The trait theory of leadership suggests that good leaders possess certain identifiable qualities and traits. Some key traits that effective leaders tend to have include achievement drive, leadership motivation, integrity and honesty, self-confidence, intelligence, and cognitive ability. Trait theory is based on comparing the traits of successful and unsuccessful leaders to predict effectiveness. While trait theory provides a framework for understanding leadership qualities, it has limitations in that leadership traits may vary depending on the situation and are not always consistent across all leaders.
The document discusses various theories and styles of leadership. It begins by defining leadership and the relationship between leadership and management. It then covers several theories of leadership, including: trait theory, behavioral theory, contingency theory, path-goal theory, and the managerial grid. It also discusses different leadership styles such as autocratic, democratic, laissez-faire, and participative styles. The objectives are to discuss different leadership theories and styles.
This document discusses traditional and contemporary leadership theories. It begins by outlining the objectives of being able to identify historical theories from the 1900s and compare them to modern theories. A conceptual model is presented showing the relationship between transformational leadership, creative performance, empowerment, and dependency on the leader. The remainder of the document focuses on transformational and transactional leadership theories. It includes having participants complete a Transactional and Transformational Leadership Assessment (TTL) to determine their own leadership traits.
This document discusses different leadership theories and styles including autocratic, democratic, laissez-faire, trait theory, Great Man theory, contingency theory, path-goal theory, transactional theory, and transformational theory. It defines leadership as influencing others to achieve goals and nursing leadership as a mutual process of interpersonal influence to help clients make decisions and achieve goals. It also describes characteristics of different leadership styles such as autocratic leaders making decisions alone while democratic leaders consult group members.
The document discusses the principles and traits of effective leadership. It states that the basic principle of leadership is to lead by example, and that effective leaders are honest, competent, forward-looking, inspiring, and possess other key traits. It then lists and compares the traits of leaders versus non-leaders. The document also discusses emotional stability, dominance, enthusiasm, conscientiousness, and other personality traits that effective leaders possess. Finally, it provides an overview of assessment centers, which are used to evaluate individuals' capabilities to perform managerial positions through simulated exercises and observations.
This document discusses several theories of leadership, including:
1. Trait theories which examine personality traits that may relate to leadership abilities but have limitations in generalizing across situations.
2. Behavioral theories proposed by Ohio State and University of Michigan studies which examine specific leadership behaviors but these also do not generalize across contexts.
3. Contingency theories like Fiedler's model which consider how a leader's style interacts with situational factors, and theories like path-goal which say a leader's style should change to fit the situation.
4. Other theories discussed include cognitive resource theory, leader-member exchange theory, and situational leadership theory.
The document discusses several theories of leadership, including:
1) Trait theory, which attempts to identify specific traits associated with effective leadership.
2) Behavioral theories, which focus on behaviors and their impact on effectiveness. This includes consideration for tasks vs consideration for people.
3) Situational leadership theory, which advocates that leaders adapt their style based on follower readiness and the situation.
4) Contingency theory, which states there is no single best leadership style and effectiveness depends on matching the leader's style to situational factors like the leader-follower relationship.
This document discusses various theories of leadership. It defines leadership as influencing a group toward goals, versus management which uses authority to obtain compliance. Trait theories examine personality traits that differentiate leaders, like extroversion and emotional intelligence. Behavioral theories propose specific skills can be taught. Contingency theories note the importance of situational factors. Models discussed include Fiedler, situational leadership theory, path-goal theory, and charismatic/transformational leadership. Trust and cultural factors also impact leadership effectiveness.
Leadership is an important component for any organization to exist and function successfully. It is vital for coordinating efforts across all levels of an organization, from top management to frontline workers, to achieve identified goals. Effective leadership transforms potential into reality and allows organizations to accomplish more by proposing new approaches when old ones become ineffective. The literature discusses leadership as an attribute of a position, characteristics of a person, and categories of behavior. Theories of leadership include trait, situational, interactional, and environmental theories. An effective leader leads by example, communicates consistently, and shows care and concern for others in the organization.
The document discusses various concepts and theories of leadership. It defines leadership as influencing people to work together to achieve common goals. It describes several principles of effective leadership including being technically proficient, making sound decisions, setting an example, and keeping workers informed. The document also summarizes several theories of leadership such as trait theory, situational theory, transformational theory, and transactional theory. It discusses different leadership styles like autocratic, democratic, and laissez-faire. In the end, it emphasizes that nurses can demonstrate leadership both within their workplace and through community volunteer roles.
Leadership and management differ in that management copes with complexity while leadership copes with change. Trait theories focus on personal qualities that differentiate leaders, such as ambition and integrity. However, traits alone do not predict leadership effectiveness in all situations. Behavioral theories examine specific leader behaviors like initiating structure and consideration. Contingency theories emphasize that leadership effectiveness depends on matching leader style to situational characteristics. Transformational leadership inspires followers to transcend self-interest for the organization. Authentic leaders act openly based on their true values and beliefs to build trust.
This document discusses various topics related to leadership including:
- The differences between a leader and manager. Leaders focus on people and outcomes while managers focus on tasks and rules.
- Important leadership traits like motivation, communication skills, honesty, and vision.
- Common leadership styles such as autocratic, democratic, laissez-faire, bureaucratic, and transformational. The best style depends on objectives, followers, and the situation.
- Popular leadership theories including trait theory, situational theory, contingency theory, and transformational vs transactional leadership. Successful leadership requires adapting one's style to followers' needs and the context.
The skills approach views leadership as a set of skills and abilities that can be learned and developed. It identifies three main skills: technical skills, human skills, and conceptual skills. The skills model further examines the relationship between a leader's knowledge, skills, competencies, experiences, attributes and their leadership outcomes and performance. While the skills approach provides a structure for understanding leadership, it has also been criticized for being too broad and having weak predictive value.
This document outlines an agenda for a leadership skills session. It will discuss definitions of leadership, key leadership theories, traits and skills of effective leaders, and the roles and responsibilities of team leaders. Participants will do exercises to identify leadership traits they admire, discuss examples of strong/weak leadership, and examine a team leader job description. It will also cover situational leadership theory, ethical leadership, improving leadership skills, and performing a self-assessment to develop a leadership action plan.
The document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders. Behavioral theories propose that specific behaviors define leadership and can be taught. Contingency theories suggest that leadership effectiveness depends on matching a leader's style to the right situation.
Materials sources: John Kotter's publication on HBR, "Essentials of Organizational Behavior" by Timothy Judge, and "Fundamentals of Management" by Ricky W. Griffin.
The slides are consist of different models of educational leadership like academic leadership, professional leadership, visionary leadership, bureaucratic leadership etc. f
The document discusses leadership, defining it as inspiring others to achieve common goals through decision making. It notes the importance of leadership in driving higher performance, motivation, responding to change, and organizational success. The document contrasts leaders with managers, noting that leaders create visions while managers focus on goals, and that leaders take risks while managers control risk. It then outlines powerful leadership skills including communication, motivation, delegation, positivity, trustworthiness, creativity, responsibility, commitment, flexibility, and accepting feedback.
This document discusses various approaches to leadership including styles, theories, and important concepts. It defines leadership as influencing others towards common goals and outlines democratic, autocratic, and laissez-faire styles. Important leadership theories covered include trait theory, behavioral theory, contingency theory, the managerial grid, and situational leadership theory. Likert's four styles of leadership are also summarized, ranging from exploitive-authoritative to participative.
This document discusses various leadership theories including:
- Great Man Theories which propose that leaders are born, not made.
- Trait Theories which examine physical and mental traits of leaders.
- Behavioral Theories which analyze what leaders do such as directing, supporting, and coaching.
- Contingency Theories which propose there is no single best leadership style and that the effectiveness depends on the situation, including Fiedler's Contingency Theory and the Ohio State, Michigan, and Hersey-Blanchard theories.
- Transformational and Charismatic theories of modern leadership.
This document discusses various theories of leadership. It begins by defining leadership and distinguishing it from management. It then categorizes leadership theories into four approaches: trait, behavioral, contingency, and recent approaches. Several leadership theories are explained in more detail, including Great Man Theory, Trait Theory, Behavioral Theories like the Ohio State Studies and Managerial Grid, Contingency Theories like Fiedler's LPC Theory and Situational Theory, and characteristics of charismatic leadership. The document provides an overview of the history of leadership thought and key aspects of different leadership theories.
1) There are several theories of leadership including trait, behavioral, contingency, and contemporary theories. Trait theories focus on identifying distinguishing traits between leaders and non-leaders. Behavioral theories propose that specific, teachable behaviors differentiate leaders.
2) Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the context. For example, Fiedler's contingency model matches leader styles to situational favorableness. Hersey and Blanchard's model matches leader styles to follower readiness.
3) Contemporary theories examine charismatic, transformational, authentic, ethical, and trust-based leadership. Transformational leaders inspire and motivate followers through idealized influence, inspiration, intellectual stimulation and individualized
The document discusses various theories and styles of leadership. It begins by defining leadership and the relationship between leadership and management. It then covers several theories of leadership, including: trait theory, behavioral theory, contingency theory, path-goal theory, and the managerial grid. It also discusses different leadership styles such as autocratic, democratic, laissez-faire, and participative styles. The objectives are to discuss different leadership theories and styles.
This document discusses traditional and contemporary leadership theories. It begins by outlining the objectives of being able to identify historical theories from the 1900s and compare them to modern theories. A conceptual model is presented showing the relationship between transformational leadership, creative performance, empowerment, and dependency on the leader. The remainder of the document focuses on transformational and transactional leadership theories. It includes having participants complete a Transactional and Transformational Leadership Assessment (TTL) to determine their own leadership traits.
This document discusses different leadership theories and styles including autocratic, democratic, laissez-faire, trait theory, Great Man theory, contingency theory, path-goal theory, transactional theory, and transformational theory. It defines leadership as influencing others to achieve goals and nursing leadership as a mutual process of interpersonal influence to help clients make decisions and achieve goals. It also describes characteristics of different leadership styles such as autocratic leaders making decisions alone while democratic leaders consult group members.
The document discusses the principles and traits of effective leadership. It states that the basic principle of leadership is to lead by example, and that effective leaders are honest, competent, forward-looking, inspiring, and possess other key traits. It then lists and compares the traits of leaders versus non-leaders. The document also discusses emotional stability, dominance, enthusiasm, conscientiousness, and other personality traits that effective leaders possess. Finally, it provides an overview of assessment centers, which are used to evaluate individuals' capabilities to perform managerial positions through simulated exercises and observations.
This document discusses several theories of leadership, including:
1. Trait theories which examine personality traits that may relate to leadership abilities but have limitations in generalizing across situations.
2. Behavioral theories proposed by Ohio State and University of Michigan studies which examine specific leadership behaviors but these also do not generalize across contexts.
3. Contingency theories like Fiedler's model which consider how a leader's style interacts with situational factors, and theories like path-goal which say a leader's style should change to fit the situation.
4. Other theories discussed include cognitive resource theory, leader-member exchange theory, and situational leadership theory.
The document discusses several theories of leadership, including:
1) Trait theory, which attempts to identify specific traits associated with effective leadership.
2) Behavioral theories, which focus on behaviors and their impact on effectiveness. This includes consideration for tasks vs consideration for people.
3) Situational leadership theory, which advocates that leaders adapt their style based on follower readiness and the situation.
4) Contingency theory, which states there is no single best leadership style and effectiveness depends on matching the leader's style to situational factors like the leader-follower relationship.
This document discusses various theories of leadership. It defines leadership as influencing a group toward goals, versus management which uses authority to obtain compliance. Trait theories examine personality traits that differentiate leaders, like extroversion and emotional intelligence. Behavioral theories propose specific skills can be taught. Contingency theories note the importance of situational factors. Models discussed include Fiedler, situational leadership theory, path-goal theory, and charismatic/transformational leadership. Trust and cultural factors also impact leadership effectiveness.
Leadership is an important component for any organization to exist and function successfully. It is vital for coordinating efforts across all levels of an organization, from top management to frontline workers, to achieve identified goals. Effective leadership transforms potential into reality and allows organizations to accomplish more by proposing new approaches when old ones become ineffective. The literature discusses leadership as an attribute of a position, characteristics of a person, and categories of behavior. Theories of leadership include trait, situational, interactional, and environmental theories. An effective leader leads by example, communicates consistently, and shows care and concern for others in the organization.
The document discusses various concepts and theories of leadership. It defines leadership as influencing people to work together to achieve common goals. It describes several principles of effective leadership including being technically proficient, making sound decisions, setting an example, and keeping workers informed. The document also summarizes several theories of leadership such as trait theory, situational theory, transformational theory, and transactional theory. It discusses different leadership styles like autocratic, democratic, and laissez-faire. In the end, it emphasizes that nurses can demonstrate leadership both within their workplace and through community volunteer roles.
Leadership and management differ in that management copes with complexity while leadership copes with change. Trait theories focus on personal qualities that differentiate leaders, such as ambition and integrity. However, traits alone do not predict leadership effectiveness in all situations. Behavioral theories examine specific leader behaviors like initiating structure and consideration. Contingency theories emphasize that leadership effectiveness depends on matching leader style to situational characteristics. Transformational leadership inspires followers to transcend self-interest for the organization. Authentic leaders act openly based on their true values and beliefs to build trust.
This document discusses various topics related to leadership including:
- The differences between a leader and manager. Leaders focus on people and outcomes while managers focus on tasks and rules.
- Important leadership traits like motivation, communication skills, honesty, and vision.
- Common leadership styles such as autocratic, democratic, laissez-faire, bureaucratic, and transformational. The best style depends on objectives, followers, and the situation.
- Popular leadership theories including trait theory, situational theory, contingency theory, and transformational vs transactional leadership. Successful leadership requires adapting one's style to followers' needs and the context.
The skills approach views leadership as a set of skills and abilities that can be learned and developed. It identifies three main skills: technical skills, human skills, and conceptual skills. The skills model further examines the relationship between a leader's knowledge, skills, competencies, experiences, attributes and their leadership outcomes and performance. While the skills approach provides a structure for understanding leadership, it has also been criticized for being too broad and having weak predictive value.
This document outlines an agenda for a leadership skills session. It will discuss definitions of leadership, key leadership theories, traits and skills of effective leaders, and the roles and responsibilities of team leaders. Participants will do exercises to identify leadership traits they admire, discuss examples of strong/weak leadership, and examine a team leader job description. It will also cover situational leadership theory, ethical leadership, improving leadership skills, and performing a self-assessment to develop a leadership action plan.
The document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders. Behavioral theories propose that specific behaviors define leadership and can be taught. Contingency theories suggest that leadership effectiveness depends on matching a leader's style to the right situation.
Materials sources: John Kotter's publication on HBR, "Essentials of Organizational Behavior" by Timothy Judge, and "Fundamentals of Management" by Ricky W. Griffin.
The slides are consist of different models of educational leadership like academic leadership, professional leadership, visionary leadership, bureaucratic leadership etc. f
The document discusses leadership, defining it as inspiring others to achieve common goals through decision making. It notes the importance of leadership in driving higher performance, motivation, responding to change, and organizational success. The document contrasts leaders with managers, noting that leaders create visions while managers focus on goals, and that leaders take risks while managers control risk. It then outlines powerful leadership skills including communication, motivation, delegation, positivity, trustworthiness, creativity, responsibility, commitment, flexibility, and accepting feedback.
This document discusses various approaches to leadership including styles, theories, and important concepts. It defines leadership as influencing others towards common goals and outlines democratic, autocratic, and laissez-faire styles. Important leadership theories covered include trait theory, behavioral theory, contingency theory, the managerial grid, and situational leadership theory. Likert's four styles of leadership are also summarized, ranging from exploitive-authoritative to participative.
This document discusses various leadership theories including:
- Great Man Theories which propose that leaders are born, not made.
- Trait Theories which examine physical and mental traits of leaders.
- Behavioral Theories which analyze what leaders do such as directing, supporting, and coaching.
- Contingency Theories which propose there is no single best leadership style and that the effectiveness depends on the situation, including Fiedler's Contingency Theory and the Ohio State, Michigan, and Hersey-Blanchard theories.
- Transformational and Charismatic theories of modern leadership.
This document discusses various theories of leadership. It begins by defining leadership and distinguishing it from management. It then categorizes leadership theories into four approaches: trait, behavioral, contingency, and recent approaches. Several leadership theories are explained in more detail, including Great Man Theory, Trait Theory, Behavioral Theories like the Ohio State Studies and Managerial Grid, Contingency Theories like Fiedler's LPC Theory and Situational Theory, and characteristics of charismatic leadership. The document provides an overview of the history of leadership thought and key aspects of different leadership theories.
1) There are several theories of leadership including trait, behavioral, contingency, and contemporary theories. Trait theories focus on identifying distinguishing traits between leaders and non-leaders. Behavioral theories propose that specific, teachable behaviors differentiate leaders.
2) Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the context. For example, Fiedler's contingency model matches leader styles to situational favorableness. Hersey and Blanchard's model matches leader styles to follower readiness.
3) Contemporary theories examine charismatic, transformational, authentic, ethical, and trust-based leadership. Transformational leaders inspire and motivate followers through idealized influence, inspiration, intellectual stimulation and individualized
Basic Approaches to Leadership, Chapter-12- Organizational BehaviorDr.Amrinder Singh
1) The document discusses several theories of leadership including trait, behavioral, contingency and situational theories.
2) Trait theories examine personality traits like extraversion that are thought to differentiate leaders, but these theories have limitations as traits do not always predict leadership effectiveness across situations.
3) Behavioral theories focus on specific leader behaviors that can be taught, unlike trait theories which argue leadership qualities cannot be learned. The Ohio State and University of Michigan studies examined consideration vs initiating structure and employee vs production oriented behaviors.
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
Fiedler's contingency model, cognitive resource theory, situational leadership theory, and path-goal theory are contingency theories of leadership that consider the situation. Fiedler's model asserts that a leader's style is fixed but the situation can be changed to fit the leader. Situational leadership theory and path-goal theory propose that a leader's style should be adapted to fit the situation, including follower readiness and environmental factors. Cognitive resource theory examines how a leader's intelligence and experience interact with stress levels in a situation to determine effectiveness.
The document discusses various theories and styles of leadership. It describes trait theories which examine personality characteristics of leaders, and behavioral theories which propose that leadership can be taught. It also outlines contingency theories like Fiedler's model and situational leadership theory which emphasize that leadership style depends on situational factors. Additionally, it mentions transformational leadership requiring long-term planning and vision, and transactional leadership focusing on management through procedures and rules.
The document discusses various theories of leadership, including:
1. Trait theory, which seeks to identify personal characteristics of effective leaders. Later criticisms found effective leaders don't always have the same traits.
2. Behavior theory, which focuses on behaviors effective leaders engage in, such as initiating structure and consideration. Situational factors were later found to also impact leadership effectiveness.
3. Contingency theory proposes there is no universal best leader style and effectiveness depends on the leader, followers, and situation. Theories like Fiedler's contingency model and path-goal theory examine how to match styles to situations.
This document discusses several theories of leadership:
1. Trait theory proposes that effective leaders possess certain traits like intelligence and self-confidence. However, some effective leaders lack these traits and vice versa.
2. Behavior theory focuses on what leaders do rather than their traits. Studies identified two key leadership behaviors: initiating structure and showing consideration.
3. Contingency theory argues that leadership effectiveness depends on an interaction between the leader, followers, and situational factors. For example, Fiedler's contingency model assesses whether a situation is favorable for different leader styles.
4. Path-goal theory describes how leaders motivate followers to achieve goals by making paths to goals clear and rewarding goal achievement. It
This document summarizes key concepts from the book "Leadership in Organizations Management 6th Ed." by Richard Daft. It defines leadership and distinguishes it from management. Leadership involves influencing others towards goals using sources of power like position, reward, expertise and relationships. Theories discussed include trait approaches, behavioral and contingency theories like Fiedler's, path-goal theory and substitutes for leadership. Emerging concepts covered are transformational, virtual, servant and level 5 leadership suited for new workplaces.
This document discusses various aspects of leadership including definitions, importance, traits, styles, and theories. It defines leadership as the ability to secure desirable actions from followers voluntarily without coercion. It describes three main leadership styles - autocratic, democratic, and free-rein. It also outlines several theories of leadership including traits theory, behavioral theory, situational theory, and followers theory.
This document discusses the key differences between management and leadership. It defines management as having responsibility for people and resources to get work done efficiently, while leadership is defined as having the ability to influence others towards achieving goals through motivation. The roles of managers are described as coping with complexity, ensuring things work, and focusing on efficiency. Leaders are described as coping with change, creating new directions, focusing on the future, inspiring people, and focusing on effectiveness. Several common leadership styles are also summarized such as autocratic, democratic, transactional, and transformational.
The document discusses several contingency leadership theories:
1) Fiedler's contingency theory states that leadership effectiveness depends on how well the leader's style fits the situation, based on factors like leader-member relations and task structure.
2) House's path-goal theory describes how leaders can motivate followers by selecting a leadership style that meets their needs, such as directive, supportive, participative, or achievement-oriented.
3) Hersey and Blanchard's situational leadership theory focuses on matching leadership style to follower maturity levels, from directing to delegating as maturity increases.
4) Vroom and Yetton's normative decision model provides styles from autocratic to group-based depending on factors like decision
Leadership theories propose that effective leadership depends on matching the leader's style to situational factors. The Fiedler model matches task-oriented or relationship-oriented leaders to situations varying in leader-member relations, task structure, and position power. Situational leadership theory identifies four leadership styles - telling, selling, participating, and delegating - that should be applied based on followers' readiness levels. The path-goal model states leaders should clarify paths and remove obstacles to help followers achieve goals using directive, supportive, participative, or achievement-oriented behaviors depending on task structure and follower characteristics.
The document outlines learning topics about leadership theories covered in a chapter, including:
- Early theories focused on identifying leadership traits but had mixed results, while behavioral theories examined leadership styles.
- Contingency theories like Fiedler's model and situational leadership theory propose effective leadership depends on matching style to the situation or followers' readiness.
- Current approaches include transactional leaders who clarify goals, and transformational leaders who inspire followers through vision and risk-taking.
- Modern issues involve managing sources of leader power and developing credibility/trust with followers.
The document discusses various leadership theories and styles. It begins by covering trait theories, which focus on identifying personality traits linked to successful leadership. It then discusses behavioral theories, including Ohio State studies on task-oriented and relations-oriented leadership. Contingency theories are reviewed, such as Fiedler's model and situational leadership theory. Transactional and transformational leadership styles are compared. Finally, the document discusses participative leadership theories and Likert's four systems of leadership.
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others towards goals, and distinguishes leadership from management by focusing on vision versus tasks. Early theories examined traits of leaders and different leadership styles. Contingency theories state there is no single best style, and the situation determines the most effective approach. More recent approaches include transformational leadership that inspires change, and visionary leadership that articulates an attractive future. Developing trust, empowering followers, and acting ethically are also discussed as important leadership components.
Leadership theories can be categorized into trait, behavioral, contingency and emerging approaches. Trait theories focus on innate qualities and traits that distinguish leaders. Behavioral theories emphasize specific leader behaviors and styles. Contingency theories stress that leadership effectiveness depends on matching a leader's style to the situation. Emerging approaches include charismatic, visionary, transformational and transactional leadership. Effective leadership requires a combination of factors and depends on the interplay between leaders, followers and situations.
2. WWhhaatt IIss LLeeaaddeerrsshhiipp??
Leadership
The ability to influence a
group toward the
achievement of goals
Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
3. TTrraaiitt TThheeoorriieess
Leadership Traits
• Extraversion
• Conscientiousness
• Openness
• Emotional Intelligence
(Qualified)
Leadership Traits
• Extraversion
• Conscientiousness
• Openness
• Emotional Intelligence
(Qualified)
Traits Theories of
Leadership
Theories that consider
personality, social, physical,
or intellectual traits to
differentiate leaders from
nonleaders
4. TTrraaiitt TThheeoorriieess
Limitations
• No universal traits found that predict leadership
in all situations
• Unclear evidence of the cause and effect of
relationship of leadership and traits
• Better predictor of the appearance of leadership
than distinguishing effective and ineffective
leaders
Limitations
• No universal traits found that predict leadership
in all situations
• Unclear evidence of the cause and effect of
relationship of leadership and traits
• Better predictor of the appearance of leadership
than distinguishing effective and ineffective
leaders
5. TTrraaiitt AApppprrooaacchh
Traits (examples)
– Extraversion
– Conscientiousness
– Openness
Assumption: Leaders are born
Goal: Select leaders
Problems
– Traits do not generalize across situations
– Better at predicting leader emergence than leader
effectiveness
6. BBeehhaavviioorraall TThheeoorriieess
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate
leaders from nonleaders
Behavioral Theory
Leadership behaviors can be taught.
Behavioral Theory
Leadership behaviors can be taught.
vs.
vs.
Trait Theory
Leaders are born, not made.
Trait Theory
Leaders are born, not made.
7. BBeehhaavviioorraall AApppprrooaacchh
Ohio State Studies/University of Michigan
– Initiating Structure/Production Orientation
– Consideration/Employee Orientation
Assumption: Leaders can be trained
Goal: Develop leaders
Problem: Effective behaviors do not generalize across
situations.
8. OOhhiioo SSttaattee SSttuuddiieess
Initiating Structure
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
Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect for
subordinate’s ideas, and regard for his/her feelings
9. UUnniivveerrssiittyy ooff MMiicchhiiggaann SSttuuddiieess
Employee-oriented Leader
Emphasizing interpersonal relations; taking a personal
interest in the needs of employees and accepting
individual differences among members
Production-oriented Leader
One who emphasizes technical or task aspects of the
job
10. The
The
Managerial
Managerial
Grid
Grid
(Blake and Mouton)
(Blake and Mouton)
11. CCoonnttiinnggeennccyy TThheeoorriieess
All Consider the Situation
– Fiedler Contingency Model
– Cognitive Resource Theory
– Hersey and Blanchard’s Situational Leadership Model
– Path Goal Theory
Assumptions underlying the different models:
– Fiedler: Leader’s style is fixed.
– Other’s: Leader’s style can and should be changed.
12. FFiieeddlleerr MMooddeell
Leader: Style Is Fixed (Task-oriented vs. Relationship-oriented)
Considers Situational Favorableness for Leader
– Leader-member relations
– Task structure
– Position power
Key Assumption
– Leader must fit situation; options to accomplish this:
– Select leader to fit situation
– Change situation to fit leader
13. FFiieeddlleerr MMooddeell:: TThhee LLeeaaddeerr
Assumption: Leader’s style is fixed and can be
measured by the least preferred co-worker (LPC)
questionnaire.
Least Preferred Co-Worker (LPC)
Questionnaire
The way in which a leader will evaluate
a co-worker who is not liked will
indicate whether the leader is task- or
relationship-oriented.
14. CCooggnniittiivvee RReessoouurrccee TThheeoorryy
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.
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.
15. Contingency Approach: Hersey and Blanchard
Situational Model
Considers Leader Behaviors (Task and Relationship)
Contingency Approach: Hersey and Blanchard
Situational Model
– Assumes leaders can change their behaviors
Considers Followers as the Situation
– Follower task maturity (ability and experience)
– Follower psychological maturity (willingness to take
responsibility)
Assumptions
– Leaders can and should change their style to fit their
followers’ degree of readiness (willingness and ability)
– Therefore, it is possible to train leaders to better fit their
style to their followers.
16. Hersey and Blanchard’s Situational Leadership
Theory
Hersey and Blanchard’s Situational Leadership
Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness; the more “ready” the followers (the more
willing and able) the less the need for leader support and
supervision.
LOW Amount of Follower Readiness HIGH
Amount of Leader
Support &
HIGH Supervision Required LOW
17. Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Unwilling Willing
Able
Supportive
Participative Monitoring
Unable Directive
High Task
and
Relationship
Orientations
Follower
Readiness
Leadership
Styles
18. Leader-Me Leader-Memmbbeerr EExxcchhaannggee TThheeoorryy
Leader-Member Exchange (LMX) Theory
• Leaders select certain followers to be “in” (favorites)
based on competence and/or compatibility and similarity
to leader
• “Exchanges” with these “in” followers will be higher
quality than with those who are “out”
• Result: “In” subordinates will have higher performance
ratings, less turnover, and greater job satisfaction.
19. PPaatthh--GGooaall TThheeoorryy
Premise
• Leader must help followers attain
goals and reduce roadblocks to
success
• Leaders must change behaviors
to fit the situation (environmental
contingencies and subordinate
contingencies)
20. LLeeaaddeerr--PPaarrttiicciippaattiioonn MMooddeell
Premise
• 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
22. Framing: Using Words to Shape Meaning
and Inspire Others
Framing: Using Words to Shape Meaning
and Inspire Others
Framing
A way to use language to
manage meaning
Leaders use framing
(selectively including
or excluding facts) to
influence how others
see and interpret
reality.
Leaders use framing
(selectively including
or excluding facts) to
influence how others
see and interpret
reality.
23. Inspirational Inspirational AApppprrooaacchheess ttoo LLeeaaddeerrsshhiipp
Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors.
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the
vision.
vision.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.
24. KKeeyy CChhaarraacctteerriissttiiccss ooff CChhaarriissmmaattiicc LLeeaaddeerrss
1. Vision and articulation. Has a vision—expressed as an
idealized goal—that proposes a future better than the status quo;
and is able to clarify the importance of the vision in terms that are
understandable to others
2. Personal risk. Willing to take on high personal risk, incur high
costs and engage in self-sacrifice to achieve the vision
3. Environmental sensitivity. Able to make realistic
assessments of the environmental constraints and resources
needed to bring about change
4. Sensitivity to follower needs. Perceptive of others’ abilities
and responsive to their needs and feelings
5. Unconventional behavior. Engages in behaviors that are
perceived as novel and counter to norms
25. BBeeyyoonndd CChhaarriissmmaattiicc LLeeaaddeerrsshhiipp
Level 5 Leaders
– Possess a fifth dimension—a paradoxical blend of
personal humility and professional will—in addition to
the four basic leadership qualities of individual
capability, team skills, managerial competence, and
the ability to stimulate others to high performance
– Channel their ego needs away from themselves and
into the goal of building a great company
26. Transactional and Transformational Transactional and Transformational LLeeaaddeerrsshhiipp
• Contingent Reward
• Management by
Exception (active)
• Management by
Exception (passive)
• Laissez-Faire
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individual Consideration
Transactional Leaders
Leaders who guide or motivate
their followers in the direction of
established goals by clarifying role
and task requirements
Transformational Leaders
Leaders who provide the four “I’s”
(individualized consideration,
inspirational motivation, idealized
influence, and intellectual
stimulation)
27. Characteristics Characteristics ooff TTrraannssaaccttiioonnaall LLeeaaddeerrss
Contingent Reward: Contracts exchange of rewards for
effort, promises rewards for good performance,
recognizes accomplishments
Management by Exception (active): Watches and
searches for deviations from rules and standards, takes
corrective action
Management by Exception (passive): Intervenes only
if standards are not met
Laissez-Faire: Abdicates responsibilities, avoids making
decisions
29. CChhaarraacctteerriissttiiccss ooff TTrraannssffoorrmmaattiioonnaall LLeeaaddeerrss
Idealized Influence: Provides vision and sense of
mission, instills pride, gains respect and trust
Inspiration: Communicates high expectations, uses
symbols to focus efforts, expresses important purposes in
simple ways
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving
Individualized Consideration: Gives personal attention,
treats each employee individually, coaches, advises
30. Authentic Authentic LLeeaaddeerrss aanndd EEtthhiiccaall BBeehhaavviioorr
Authentic leaders know who they are, what they
believe in and value, and act on those values openly
and candidly.
– Followers see them as ethical.
Ethical leaders use ethical means to get followers to
achieve their goals, and the goals themselves are
ethical.
31. EEtthhiiccaall LLeeaaddeerrsshhiipp
Actions
• Work to positively change the
attitudes and behaviors of
employees
• Engage in socially constructive
behaviors
• Do not abuse power or use
improper means to attain goals
Actions
• Work to positively change the
attitudes and behaviors of
employees
• Engage in socially constructive
behaviors
• Do not abuse power or use
improper means to attain goals
32. Trust: T Trust: Thhee FFoouunnddaattiioonn ooff LLeeaaddeerrsshhiipp
Trust
A positive expectation that
another will not—through
words, actions, or decisions
—act opportunistically
Trust is a history-dependent
process (familiarity) based
on relevant but limited
samples of experience (risk)
33. DDiimmeennssiioonnss ooff TTrruusstt
Integrity
– Honesty and truthfulness
Competence
– An individual’s technical
and interpersonal
knowledge and skills
Consistency
– An individual’s reliability,
predictability, and good
judgment in handling
situations
Loyalty
– The willingness to
protect and save face for
another person
Openness
– Reliance on the person
to give you the full truth
34. TThhrreeee TTyyppeess ooff TTrruusstt
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated
Knowledge-based Trust
Trust based on behavioral predictability that comes from
a history of interaction
Identification-based Trust
Trust based on a mutual understanding of one another’s
intentions and appreciation of the other’s wants and
desires
35. BBaassiicc PPrriinncciipplleess ooff TTrruusstt
Mistrust drives out trust.
Trust begets trust.
Growth often masks mistrust.
Decline or downsizing tests the highest levels of trust.
Trust increases cohesion.
Mistrusting groups self-destruct.
Mistrust generally reduces productivity.
36. Contemporary Leadership Roles: Providing
Team Leadership
Contemporary Leadership Roles: Providing
Team Leadership
Team Leadership Roles
• Act as liaisons with external
constituencies
• Serve as troubleshooters
• Managing conflict
• Coaching to improve team
member performance
Team Leadership Roles
• Act as liaisons with external
constituencies
• Serve as troubleshooters
• Managing conflict
• Coaching to improve team
member performance
37. CCoonntteemmppoorraarryy LLeeaaddeerrsshhiipp RRoolleess:: MMeennttoorriinngg
Mentoring Activities
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
Mentoring Activities
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
Mentor
A senior employee who
sponsors and supports
a less-experienced
employee (a protégé)
38. Contemporary Leadership Contemporary Leadership RRoolleess:: SSeellff--LLeeaaddeerrsshhiipp
Creating Self-Leaders
• Model self-leadership
• Encourage employees to
create self-set goals
• Encourage the use of self-rewards
• Create positive thought
patterns
• Create a climate of self-leadership
• Encourage self-criticism
Creating Self-Leaders
• Model self-leadership
• Encourage employees to
create self-set goals
• Encourage the use of self-rewards
• Create positive thought
patterns
• Create a climate of self-leadership
• Encourage self-criticism
Self-Leadership
A set of processes
through which
individuals control their
own behavior.
39. OOnnlliinnee LLeeaaddeerrsshhiipp
Leadership at a Distance: Building Trust
– The lack of face-to-face contact in electronic
communications removes the nonverbal cues that
support verbal interactions.
– There is no supporting context to assist the receiver
with interpretation of an electronic communication.
– The structure and tone of electronic messages can
strongly affect the response of receivers.
– An individual’s verbal and written communications may
not follow the same style.
– Writing skills will likely become an extension of
interpersonal skills
40. Challenges Challenges ttoo tthhee LLeeaaddeerrsshhiipp CCoonnssttrruucctt
Attribution Theory of Leadership
The idea that leadership is merely an attribution that
people make about other individuals
Qualities Attributed to Leaders
• Leaders are intelligent, outgoing, have strong verbal skills,
are aggressive, understanding, and industrious.
• Effective leaders are perceived as consistent and
unwavering in their decisions.
• Effective leaders project the appearance of being a leader.
Qualities Attributed to Leaders
• Leaders are intelligent, outgoing, have strong verbal skills,
are aggressive, understanding, and industrious.
• Effective leaders are perceived as consistent and
unwavering in their decisions.
• Effective leaders project the appearance of being a leader.
41. Finding Finding aanndd CCrreeaattiinngg EEffffeeccttiivvee LLeeaaddeerrss
Selection
– Review specific requirements for the job
– Use tests that identify personal traits associated with
leadership, measure self-monitoring, and assess
emotional intelligence
– Conduct personal interviews to determine candidate’s
fit with the job
Training
– Recognize that all people are not equally trainable
– Teach skills that are necessary for employees to
become effective leaders
– Provide behavioral training to increase the
development potential of nascent charismatic
employees