This document provides an overview of an emerging leaders programme. It discusses various topics related to leadership, including what the world expects from organizations and leaders, definitions of leadership, different approaches to leadership such as traits, behaviors, and styles. It also covers transformational leadership in depth, comparing it to transactional leadership and outlining its key factors and strengths. Workshop activities encourage reflection on leadership approaches and development. The document aims to educate participants on different theories and frameworks related to leadership.

1. Emerging Leaders Programme
Luke Minshall
Director

2. What does the world society
expect from Organisations
and Leaders?
10 min discussion
groups of three.
Workshop 1

3. The world expects …
• Safety
• Improve the
environment
• To have motives
• Innovative ideas
• Quality of life
• Peace
• Provide benefit to life
• Guide us to a better
future
• To distinguish right
from wrong
• Respect the
employees
• Solve our needs
today and in the
future

5. “…capacity to establish direction, influence
and align others toward a common goal…”
“…motivating people towards action and
making them responsible for their
performance....”
“…process of influencing groups to achieve
common goals…”
Leadership Defined

6. Leaders are…Leaders are…
…… notnot above, or better than followers,
rather they create an interactive
relationship with followers.
Components of Leadership
Leadership is…
…a process involving influence and
goal attainment. It occurs within a
group context

7. Workshop 2
• Spend 5 minutes
reflecting on your
approach to
leadership
• What words best
describe your
approach?
• How effective is your
approach to
leadership?
• What common
leadership themes
have you identified?

8. ManagementManagement
ActivitiesActivities
LeadershipLeadership
ActivitiesActivities
“Produces order
and consistency”
• Planning / Budgeting
• Organising / Staffing
• Controlling / Problem
Solving
“Produces change
and movement”
• Establishing direction
• Aligning people
• Motivating / Inspiring
Major activities of management and leadershipMajor activities of management and leadership
are played out differently; BUT both are essentialare played out differently; BUT both are essential
for an organization to prosper.for an organization to prosper.
Leadership & Management

9. • Certain individuals
have special innate or
inborn characteristics
or qualities that
differentiate them from
nonleaders.
– Resides in selectselect
group ofgroup of people
– Restricted to those with
inborn talent
Trait definition of leadership:Trait definition of leadership:
LEADERLEADER
• HeightHeight
• IntelligenceIntelligence
• ExtroversionExtroversion
• FluencyFluency
• Other TraitsOther Traits
Leadership=Leadership=
FOLLOWERSFOLLOWERS
Trait Vs Process Leadership

10. • LeadershipLeadership is a
property or set of
properties possessed
in varying degrees by
different people (Jago,
1982).
– Observed in leadership
behavioursbehaviours
– Can be learned
The process definition of Leadership:The process definition of Leadership:
LEADERLEADER
Leadership=Leadership=
(Interaction)(Interaction)
FOLLOWERSFOLLOWERS
Trait Vs Process Leadership

11. Great Man
Theories
Early 1900sEarly 1900s
•Research focusedResearch focused
on individualon individual
characteristicscharacteristics
that universallythat universally
differentiateddifferentiated
leadersleaders
from nonleadersfrom nonleaders
Traits InteractingTraits Interacting
With SituationalWith Situational
Demands on LeadersDemands on Leaders
1930-50s1930-50s
• Landmark Stogdill (1948)Landmark Stogdill (1948)
study - analyzed andstudy - analyzed and
synthesized 124 trait studiessynthesized 124 trait studies
- Leadership- Leadership
reconceptualizedreconceptualized
as a relationship betweenas a relationship between
people in a social situationpeople in a social situation
• Mann (1959) reviewed 1,400Mann (1959) reviewed 1,400
findings of personality andfindings of personality and
leadership in small groupsleadership in small groups
- Less emphasis on situations- Less emphasis on situations
- Suggested personality traits- Suggested personality traits
could be used to discriminatecould be used to discriminate
leaders from nonleadersleaders from nonleaders
Revival of Critical Role ofRevival of Critical Role of
Traits in LeaderTraits in Leader
EffectivenessEffectiveness
• Stogdill (1974)Stogdill (1974)
- Analysed 163 new studies- Analysed 163 new studies
with 1948 study findingswith 1948 study findings
- Validated original study- Validated original study
- 10 characteristics- 10 characteristics
positively identified withpositively identified with
leadershipleadership
• Lord, DeVader, & Alliger (1986)Lord, DeVader, & Alliger (1986)
meta-analysismeta-analysis
- Personality traits can be- Personality traits can be
used to differentiateused to differentiate
leaders/nonleadersleaders/nonleaders
• Kirkpatrick & Locke (1991)Kirkpatrick & Locke (1991)
- 6 traits make up the- 6 traits make up the
““Right Stuff” for leadersRight Stuff” for leaders
1970’s - Early 90s1970’s - Early 90s
Innate QualitiesInnate Qualities
SituationsSituations
Personality / BehavioursPersonality / Behaviours
TodayToday
• IntelligenceIntelligence
• Self-ConfidenceSelf-Confidence
• DeterminationDetermination
• IntegrityIntegrity
• SociabilitySociability
5 Major
Leadership
Traits
Historical Shifts in Trait Perspective

12. Studies of Leadership Traits and CharacteristicsStudies of Leadership Traits and Characteristics
StogdillStogdill
(1948)(1948)
MannMann
(1959)(1959)
StogdillStogdill
(1974)(1974)
Lord,Lord,
DeVader, &DeVader, &
AlligerAlliger
(1986)(1986)
Kirkpatrick &Kirkpatrick &
LockeLocke
(1991)(1991)
Intelligence IntelligenceIntelligence Intelligence AchievementAchievement IntelligenceIntelligence DriveDrive
AlertnessAlertness
InsightInsight
ResponsibilityResponsibility
InitiativeInitiative
PersistencePersistence
Self-ConfidenceSelf-Confidence
SociabilitySociability
MasculinityMasculinity
AdjustmentAdjustment
DominanceDominance
ExtroversionExtroversion
ConservatismConservatism
PersistencePersistence
InsightInsight
InitiativeInitiative
Self-ConfidenceSelf-Confidence
ResponsibilityResponsibility
CooperativenessCooperativeness
ToleranceTolerance
InfluenceInfluence
SociabilitySociability
MasculinityMasculinity
DominanceDominance
MotivationMotivation
IntegrityIntegrity
ConfidenceConfidence
Cognitive AbilityCognitive Ability
Task KnowledgeTask Knowledge
Leadership Traits

13. • IntelligenceIntelligence -
Intellectual ability
including verbal,
perceptual, and
reasoning capabilities
• Self-ConfidenceSelf-Confidence -
Ability to be certain about
one’s competencies and
skills
• DeterminationDetermination - The
desire to get the job
done (i.e., initiative,
persistence, dominance,
drive)
• IntegrityIntegrity - The
quality of honesty
and trustworthiness
• SociabilitySociability -
Leader’s inclination
to seek out pleasant
social relationships
Major Leadership Traits

14. • Intuitively appealingappealing
– Perception that
leaders are different
in that they possess
special traits
– People “need” to
view leaders as
gifted
• CredibilityCredibility due to a
century of research
support
• Highlights leadershipleadership
componentcomponent in the
leadership process
– Deeper level
understanding of how
leader/personality
related to leadership
process
• Provides benchmarksbenchmarks for
what to look for in a
leader
Strengths of Trait approach

15. • Fails to provide a
definitive list of all
leadership traits
– Endless lists have
emerged
• Doesn’t take into
account situationalsituational
effectseffects
– Leaders in one
situation may not be
leaders in another
situation
• List of most important
leadership traits is highlyhighly
subjectivesubjective
– Much subjective
experience &
observations serve as
basis for identified
leadership traits
• Research fails to look at
traits in relationship to
leadership outcomesoutcomes
• Not useful for training &training &
developmentdevelopment
Criticisms of Trait approach

16. Workshop 3
• What do you consider to be your
leadership traits?
• Provide examples where you can see
your leadership traits in action
• Discuss (10 minutes)

17. • Primarily aPrimarily a
framework forframework for
assessing leadershipassessing leadership
in a broad way asin a broad way as
behaviour with a taskbehaviour with a task
and a relationshipand a relationship
dimensiondimension
• Offers a means ofOffers a means of
generally assessinggenerally assessing
the behaviours ofthe behaviours of
leadersleaders
FocusFocus Overall ScopeOverall Scope
Leadership Style

18. 99
88
77
66
55
44
33
22
11
11 22 33 44 55 66 77 88 99
LowLow
LowLow
HighHigh
HighHigh
Concern for ResultsConcern for Results
ConcernforPeopleConcernforPeople
1, 91, 9 9, 99, 9
1, 11, 1 9, 19, 1
Country Club ManagementCountry Club Management Team ManagementTeam Management
Middle-of-the-RoadMiddle-of-the-Road
5, 55, 5
Impoverished ManagementImpoverished Management Authority-Compliance MgmtAuthority-Compliance Mgmt
The Blake & Mouton Leadership/Management Grid

19. HighHigh
Developmental Level of FollowersDevelopmental Level of Followers
DelegatingDelegating
LowLow
SupportiveSupportive
Low DirectiveLow Directive
S 4S 4
SupportingSupporting
HighHigh
SupportiveSupportive
Low DirectiveLow Directive
S 3S 3
CoachingCoaching
High DirectiveHigh Directive
HighHigh
SupportiveSupportive
S 2S 2
DirectingDirecting
High DirectiveHigh Directive
LowLow
SupportiveSupportive
S 1S 1
LowLow HighHigh
SupportiveBehaviorSupportiveBehavior
DirectiveDirective BehaviorBehavior
D4D4 D3D3 D2D2 D1D1
DevelopedDeveloped DevelopingDeveloping
HighHigh ModerateModerate LowLow
The Four Leadership Styles

20. • Style Approach marked a major shiftmajor shift in
leadership research from exclusively trait focused
to include behaviors and actions of leaders
• Broad range of studies on leadership style
validates and gives credibility to the basic tenets
of the approach
• At conceptual level, a leader’s style is composed
of two major types of behaviors: task andtask and
relationshiprelationship
• Based on style approach, leaders can assess their
actions and determine how to change to improve
their leadership style
Strengths

21. • Research has notnot adequately
demonstrated how leaders’ styles are
associated with performance outcomes
• No universalNo universal style of leadership that could
be effective in most situations
• Implies that the most effective leadership
style is High-HighHigh-High style (i.e., high task/high
relationship); research finding support is
limited
Criticisms

22. Workshop 4
• Review your leadership style.
• What style would you like to develop?
• How might your style be changed?

23. TRANSACTIONALTRANSACTIONAL
Focuses on theFocuses on the
exchangesexchanges
that occurthat occur
between leadersbetween leaders
and their followersand their followers
TRANSFORMATIONALTRANSFORMATIONAL
Process ofProcess of
engaging with othersengaging with others
to create a connectionto create a connection
that increasesthat increases
motivationmotivation
and moralityand morality
Transformational Leadership Defined

24. • Charisma - A
special personality
characteristic that
gives superhuman or
exceptional powers
and is reserved for a
few, is of divine
origin, and results in
the person being
treated as a leader
PERSONALITYPERSONALITY
• DominantDominant
• Desire to influenceDesire to influence
• ConfidentConfident
• Strong moral valuesStrong moral values
BEHAVIOURSBEHAVIOURS
• Sets StrongSets Strong
Role ModelRole Model
• ShowsShows
CompetenceCompetence
• ArticulatesArticulates
GoalsGoals
• CommunicatesCommunicates
HighHigh
ExpectationsExpectations
• ExpressesExpresses
ConfidenceConfidence
• Arouses MotivesArouses Motives
Transformational Leadership and Charisma

25. Transformational Leadership motivatesTransformational Leadership motivates
followers beyond the expected by:followers beyond the expected by:
Transformational Leadership – Core Themes
• Raising consciousness about the value and
importance of specific and idealised goals
• Transcending self-interest for the good of
the organisation
• Addressing higher-level needs

26. TransformationalTransformational
Factor 1Factor 1
Idealised InfluenceIdealised Influence
CharismaCharisma
Factor 2Factor 2
InspirationalInspirational
MotivationalMotivational
Factor 3Factor 3
IntellectualIntellectual
StimulationStimulation
Factor 4Factor 4
IndividualizedIndividualized
ConsiderationConsideration
TransactionalTransactional
Factor 5Factor 5
Contingent RewardContingent Reward
ConstructiveConstructive
TransactionsTransactions
Factor 6Factor 6
Mgmt. by ExceptionMgmt. by Exception
Active & PassiveActive & Passive
Corrective TransactionsCorrective Transactions
Lassiez-FaireLassiez-Faire
Factor 7Factor 7
Laissez-FaireLaissez-Faire
NontransactionalNontransactional
Leaders who exhibit TL:Leaders who exhibit TL:
Have a strong set of values & idealsHave a strong set of values & ideals
are effective in motivating followers toare effective in motivating followers to
supportsupport
greater good over self-interestgreater good over self-interest
Transformational Leadership Factors

27. IndividualisedIndividualised
InfluenceInfluence
++ InspirationalInspirational
MotivationMotivation
++ IntellectualIntellectual
StimulationStimulation
++ IndividualisedIndividualised
ConsiderationConsideration
Transformational LeadershipTransformational Leadership
Contingent RewardContingent Reward
++
Management byManagement by
ExceptionException
ExpectedExpected
OutcomesOutcomes
PerformancePerformance
BeyondBeyond
ExpectationsExpectations
TransactionalTransactional
LeadershipLeadership
Source: Bass & Avolio (1990)
Additive Effect of Transformational Leadership

28. Four Leader Strategies inFour Leader Strategies in
Transforming rganizationsTransforming rganizations
Clear vision of organization’s future
state
TL’s social architect of organization
Create trust by making their position
known and standing by it
Creatively deploy themselves
through positive self-regard
Bennis & Nanus (1985)Bennis & Nanus (1985)
Leaders Manage Change via ThreeLeaders Manage Change via Three
Act ProcessAct Process
Recognising the need for change
Creating a vision
Institutionalising the change
Tichy & DeVanna (1990)Tichy & DeVanna (1990)
Transformational Perspectives

29. • Broadly researchedBroadly researched.. TL has been widely researched,TL has been widely researched,
including a large body of qualitative research centering onincluding a large body of qualitative research centering on
prominent leaders and CEOs in major firms.prominent leaders and CEOs in major firms.
• Intuitive appeal.Intuitive appeal. People are attracted to TL because itPeople are attracted to TL because it
makes sense to them.makes sense to them.
• Process-focused.Process-focused. TL treats leadership as a processTL treats leadership as a process
occurring between followers and leaders.occurring between followers and leaders.
• Expansive leadership view.Expansive leadership view. TL provides a broader viewTL provides a broader view
of leadership that augments other leadership models.of leadership that augments other leadership models.
• Emphasises follower.Emphasises follower. TL emphasizes followers’ needs,TL emphasizes followers’ needs,
values, and morals.values, and morals.
• Effectiveness.Effectiveness. Evidence supports that TL is an effectiveEvidence supports that TL is an effective
form of leadership.form of leadership.
Transformational Leadership – Strengths

30. • Lacks conceptualconceptual clarity
– Dimensions are not clearly delimited
– Parameters of TL overlap with similar conceptualizations of
leadership
• MeasurementMeasurement questioned
– Validity of MLQ not fully established
– Some transformational factors are not unique solely to the
transformational model
• TL treats leadership more as a personality trait or
predisposition than a behaviorbehavior that can be taught
• TL is elitistelitist and antidemocraticantidemocratic
• Suffers from heroic leadershipheroic leadership bias
• TL is based primarily on qualitativequalitative data
• Has the potential to be abusedabused
Transformational Leadership – Criticisms

31. • Provides a general way of thinking about leadership that
stresses ideals, inspiration, innovations, and individual
concerns
• Can be taught to individuals at all levels of the organisation
• Able to positively impact a firm’s performance
• May be used as a tool in recruitment, selection, promotion, and
training development
• Can be used to improve team development, decision-making
groups, quality initiatives, and reorganisations
• The MLQ helps leaders to target areas of leadership
improvement
Transformational Leadership – Application

32. Workshop 5
• Reflect on your approach to leadership
using challenging examples from work.
• Consider and describe your next actions
with your leadership development.

33. ‘Johari Window’