The document explores various leadership theories, emphasizing the traits and behaviors that characterize effective leaders, and delves into the distinction between leaders and managers. It discusses different leadership approaches, including trait, behavioral, and contingency theories, while highlighting the importance of adaptability in leadership. Additionally, it examines the impact of leader behaviors on follower motivation and overall organizational success.

1. Explain whether Okonkwo was remaining truthful to himself by
killing himself
Please make sure that you answer this question with 4 pages in
length, it has to be MLA format, double space.
LDR/531 – WEEK 2
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WDWLLW?DISC AssessmentLeadershipPersonality
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ObjectivesTheories of Leadership Compare and contrast
leadership theories.Evaluate the strengths and weaknesses of
established leadership styles.
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2. Leadership is:
Are leader’s born or made?
Leader traits – the trait approach is the oldest leadership
perspective and was dominant for several decades. The
perspective is that some personality characteristics – many of
which a person need not be born with but can strive to acquire
distinguish effective leaders from other people.
Drive, which refers to a set of characteristics that reflect a high
level of effort. It includes high need for achievement, constant
striving for improvement, ambition, energy, tenacity
(persistence in the face of obstacles), and initiative.
Leadership motivation – great leaders not only have drive, they
want to lead.
Integrity is the correspondence between actions and words.
Honesty and credibility are especially important.
Self-confidence is important because the leadership role is
challenging, and setbacks are inevitable.
Knowledge of the business, industry, company, and technical
matters.
The most important personal skill, according to the text, the
ability to perceive the needs and goals of others and to adjust
one’s personal leadership approaches accordingly.
B. Leader Behaviors
1. Leadership behaviors – the behavioral approach attempts to
identify what good leaders do. Three general categories of
leadership behavior are: (Figure 12.2)
a. Task performance behaviors are the leader’s efforts to
insure that the work unit or organization reaches its goals.
i. This dimension is sometimes referred to as:

3. concern for production
directive leadership
initiating structure or closeness of supervision.
ii. It includes a focus on:
work speed
quality and accuracy
quantity of output
following the rules.
b. Group maintenance behaviors is where leaders take action
to ensure the satisfaction of group members, develop and
maintain harmonious work relationships, and preserve the social
stability of the group.
i. This dimension is sometimes referred to as:
(1) concern for people
(2) supportive leadership
(3) consideration.
ii. Leader-Member Exchange (LMX) theory highlights the
importance of leader behaviors not just toward the group as a
whole but also toward individuals
The ability to influence a group toward the achievement of a
vision or set of goals.
OR
The process of influencing others to understand and agree what
needs to be done and how to do it, and the process of
facilitating individual and collective efforts to accomplish
shared objectives
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Types of leadershipLeadership involves influencing others (who
influences? What type of influence?)to collaborate and agree
(purpose of influence?)on how to complete tasks or projects.

4. Goal of what leadership involves is also what makes leaders
effective.
Result of influence is enthusiastic followers as opposed to
indifferent compliance or reluctant obedience. Use of control
over rewards and punishments to manipulate or coerce followers
is not really leading and may involve the unethical use of
power.
Specialized role – involves having one leader and more
followers
Shared influence consists of many leaders in charge of different
processes that affect the group
*
What leaders can influence?Interpretation of external events and
sharing of new knowledge by members.Choice of objectives and
strategies to pursue.Motivation of members and allocation of
resources to achieve the objectives.Development of member
skills and confidence.
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Direct vs. Indirect LeadershipDirect leadershipImmediate
subordinates.Lower-level employees, peers, bosses, or
outsidersIndirect leadershipCascading effect of leadership
influenceInfluence over formal programs, management systems,
and structural formsInfluence over organizational culture

5. 1-*
Direct leadership – influence in person or email.
Leader’s direct influence on immediate subordinates. Behaviors
used to directly influence immediate subordinates, but a leader
can also influence other people inside the organization.
Leader’s direct influence on lower-level employees, peers,
bosses, or outsiders
Indirect leadership – CEO leadership is transmitted through
chain of command. Influence over formal programs.
Cascading effect of leadership influence
Influence over formal programs, management systems, and
structural forms
Influence over organizational culture – shared beliefs and
values of members.
*
Leadership ApproachTrait Behavior Power-influence Situational
IntegrativeLeadership theory comparison
Trait – pertains to personality, motives, values, and skills
Behavior – pertains to what managers actually do on the job
Power-influence – pertains to the influence processes used by
managers
Situational – pertains to outside factors that influence
leadership processes (nature of the work, type of organization,
and so forth)
Integrative – involves more than one approach
Leadership theory comparison
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Leader vs. ManagerLeader versus manager - A person can lead

6. without being a manager; a manager can manage without being
a leader.
Are subordinates necessary?
Are they mutually exclusive?
Are they distinct processes or roles?
Are both roles necessary?
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Leader vs. Manager
Leader
Manager
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Managers value:Stability, order, efficiencyThoughtfulness,
details, experienceEfficiency, rules, guidelinesBeing right,
persistence, democracy
Leaders value:Flexibility, grand ideas, experienceAdaptation,
communication, honestyInnovation

7. Typical activity patterns in managerial work?
Decision processes are disorderly & political, planning is
informal and adaptive
Interact with peers and outsiders, most via oral
communications.
Pace is hectic and unrelenting
Content is varied and fragmented, reactive
All of the above.
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Leadership EffectivenessMeasure leader effectivenessFollower
attitudes and perceptionsContribution to the quality of group
processesSuccessful career as a leader
Unit Profits
Leader effectiveness is often measured by how goals such as
sales and net profits are met. Followers view leaders as
satisfying their needs and usually respect, admire, and trust
leaders.
*
Barack Obama
Leadership EffectivenessRead article about Obama
What traits might Barack Obama possess that contribute to his
strong leadership ability?
Does Obama’s leadership support a trait perspective of
leadership? Why or why not?

8. From a behavioral perspective of leadership, what does Obama
do to strengthen his success as a leader?
Is Obama an effective leader? Why or why not?
When does Obama act as a leader vs. a manager?
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Contingency theories and adaptive leadership
Contingency theories and adaptive leadership different
situationsdifferent subordinate characteristics influence
leadership effectiveness.
Chapter 7 of Leadership in Organizations
Adaptive leadership is necessary when leaders must be more
flexible and adaptive to their situation.
Managing immediate crises—managers should anticipate
problems, recognize early warning signs, and have a prepared
plan of action for dealing with them.
*
Contingency theories and adaptive leadershipOne dependent
variable – subordinate satisfaction or performanceOne predictor
variable – task/One or more situational variable – short-term
conditions
Leader traits or broadly-defined behaviors are positively related
to subordinate performance or satisfaction.
Lack of consistent results = contingency theories. Path Goal,

9. *
Contingency Theories
Situational Leadership Theory – appropriate type of leadership
behavior for the follower/subordinate in various situations.
LPC (least preferred co-worker) LPC Scores reveal a leader’s
motive hierarchy. High LPC is strongly motivated to have close,
interpersonal relationships and will act in a considerate
supportive manner.
*
Problems with Contingency TheoriesOver-emphasis on behavior
meta-categoriesAmbiguous description of
relationshipsInadequate explanation of causal effectsLack of
attention to behavior patternsLack of attention to joint effects
of situational variablesFailure to distinguish between mediators
and situational moderators
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Situational LeadershipIntra-individual Dyadic Group processes
Organizational processes Multilevel Leader-centered versus
follower-centeredDescriptive Prescriptive Universal or
contingency
Intra-individual – involves examining roles, behaviors, and
decision styles

10. Dyadic – examines relationship between leader and subordinate
Group processes – focuses on leaders’ influence on team
performance
Organizational processes – focuses on how a leader adapts to
the environment and acquires resources necessary to complete
tasks
Multilevel – involves application of more than one theory
Leader-centered versus follower-centered – extent to which a
theory is focused either on a leader or a follower
Descriptive – explains leadership processes, describes the
typical activities of leaders, and explains why certain behaviors
occur in particular situations
Prescriptive – specifies what leaders must do to become
effective and identifies any necessary conditions for using a
particular type of behavior effectively
Universal or contingency – describes some aspect of leadership
that applies to all types of situations
*
Class ActivityLeadership Compass
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Situational FactorsAge & SizeTechnical
SystemEnvironmentPower
Number of contingency or situational factors influence the
choice of these design parameters. Age & Size – older an org
the more formalized its behavior. Larger an org, the more
formalized. Larger an org, more elaborate its structure, the more
specialized its jobs and units and the more developed its

11. administrative components.Technical System – the more
controls the technical system has over the work of the operators,
the more formalized the operating work and more bureaucratic
the structure.Environment – more dynamic an orgs environment,
the more organic its structure. More complex environment, the
more decentralized its structure, more diversified an org’s
markets, the greater the propensity to split it into market-based
units or divisions, given favorable economies of scale.Power –
the greater the external control of an org, the more centralized
and formalized its structure.
*
What are Mintzberg’s 10 managerial roles?
Select 12 people – each picks from a bag of words and
definitions. Need to attach words and definitions to diagram on
board.
Operating Core – at base of org – people who perform the basic
work of the organization
Strategic Apex – where the whole system is overseen
Middle Line – hierarchy of authority between the operating core
and the strategic apex.
Technostructure – outside the heirarch of line authority. They
perform administrative duties by planning and controlling the
work of others.
Support Staff – provide various internal services from cafeteria
to mailroom.
Ideology – (culture) encompasses the traditions and beliefs of
an organization
*

12. How many managerial position duties and responsibilities did
Mintzberg find?
Supervising
Planning & Organizing
Decision Making
Monitoring Indicators
Controlling
Representing
Coordinating
Consulting
Administering
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A leader has both immediate & delayed effects on the same
criterion.
True
Immediate outcomes easy to measure
Willingness to complete a project
Delayed outcomes difficult to assess
Influenced by extraneous events
Leader can effect both immediate and delayed outcomes
May be inconsistent and move in opposite directions
*
Causal Relationship Between Key Variables
1-*
Key Variables in Leadership Theories: Characteristics of the

13. Leader, Follower, and Situation
Characteristics of Leader: Traits (motives, personality, values),
Confidence and optimism, Skills and expertise, Behavior,
Integrity and ethics, Influence tactics, Attributions about
followers
Characteristics of Follower: Traits (needs, values, self
concepts), Confidence and optimism. Skills and expertise,
Attributions about the leader. Trust in the leader, Task
commitment and effort, Satisfaction with job and leader
Characteristics of Situation: Type of organizational unit, Size of
unit, Position power and authority of leader, Task structure and
complexity, Task interdependence, Environmental uncertainty,
External dependencies
*
Charismatic and transformational leadershipCharismatic
leadership definitionCharismatic leader traits and
behaviorsPositives associated with charismaNegatives
associated with charisma
Charismatic leaders are rare and are often found in new
organizations or those in need of change where previous
authority has failed, especially in dealing with a severe crisis.
Followers perceive them as extraordinary, identify with them on
a personal level, and are extremely loyal. Charismatic leaders
may be targets of extreme measures such as assassination in
order to remove them from their positions.

14. Some positives associated with charismatic leaders are that
organizations under their leadership perform at a high level,
communication is open, and followers are empowered.
Some negatives of charismatic leaders are that followers may
lose sight of important factors due to their awe of the leader and
may deny problems or failures and overlook the need for a
successor.
*
Transformational leadershipTransformational leadership
involves inspiring, developing, and empowering followers.
Transformational leaders often empower followers and
encourage independence by delegating authority to individuals
or teams. Transformational leaders use a rewards or incentive
system to motivate followers and punish those who deviate from
performance standards.
*
Guidelines for transformational leadership “Articulate a clear
and appealing vision. Explain how the vision can be attained.
Act confident and optimistic. Express confidence in followers.
Use dramatic, symbolic actions to emphasize key values. Lead
by example” (Yukl, 2013, p. 332).
Research on transformational and inspirational leadership –
surveys such as the Multifactor Leadership Questionnaire,
laboratory and field experiments, analyses of leader
descriptions such as biographical studies and intensive case
studies

15. *
Miscellaneous Leadership ConceptsTrust and ethics in effective
leadershipTests and interviews to identify people with
leadership qualities.Leadership trainingMentoring
*
Barriers to effective communication include:
None of the above.
Filtering & Selective Perception
Language & Communication Apprehension
Information Overload & Emotions
All of the above.
*
Team ActivityForeign Auto ShopRead caseEach team selects a
question from part 1 or part 2 to answerSelect a spokesperson
from your team to report back to the group. The spokesperson
needs to be someone different than who spoke last week.
*
*

16. *
*
Are leader’s born or made?
Leader traits – the trait approach is the oldest leadership
perspective and was dominant for several decades. The
perspective is that some personality characteristics – many of
which a person need not be born with but can strive to acquire
distinguish effective leaders from other people.
Drive, which refers to a set of characteristics that reflect a high
level of effort. It includes high need for achievement, constant
striving for improvement, ambition, energy, tenacity
(persistence in the face of obstacles), and initiative.
Leadership motivation – great leaders not only have drive, they
want to lead.
Integrity is the correspondence between actions and words.
Honesty and credibility are especially important.
Self-confidence is important because the leadership role is
challenging, and setbacks are inevitable.
Knowledge of the business, industry, company, and technical
matters.
The most important personal skill, according to the text, the
ability to perceive the needs and goals of others and to adjust
one’s personal leadership approaches accordingly.
B. Leader Behaviors
1. Leadership behaviors – the behavioral approach attempts to
identify what good leaders do. Three general categories of
leadership behavior are: (Figure 12.2)
a. Task performance behaviors are the leader’s efforts to
insure that the work unit or organization reaches its goals.
i. This dimension is sometimes referred to as:

17. concern for production
directive leadership
initiating structure or closeness of supervision.
ii. It includes a focus on:
work speed
quality and accuracy
quantity of output
following the rules.
b. Group maintenance behaviors is where leaders take action
to ensure the satisfaction of group members, develop and
maintain harmonious work relationships, and preserve the social
stability of the group.
i. This dimension is sometimes referred to as:
(1) concern for people
(2) supportive leadership
(3) consideration.
ii. Leader-Member Exchange (LMX) theory highlights the
importance of leader behaviors not just toward the group as a
whole but also toward individuals
The ability to influence a group toward the achievement of a
vision or set of goals.
OR
The process of influencing others to understand and agree what
needs to be done and how to do it, and the process of
facilitating individual and collective efforts to accomplish
shared objectives
*
Goal of what leadership involves is also what makes leaders
effective.
Result of influence is enthusiastic followers as opposed to
indifferent compliance or reluctant obedience. Use of control
over rewards and punishments to manipulate or coerce followers
is not really leading and may involve the unethical use of

18. power.
Specialized role – involves having one leader and more
followers
Shared influence consists of many leaders in charge of different
processes that affect the group
*
*
Direct leadership – influence in person or email.
Leader’s direct influence on immediate subordinates. Behaviors
used to directly influence immediate subordinates, but a leader
can also influence other people inside the organization.
Leader’s direct influence on lower-level employees, peers,
bosses, or outsiders
Indirect leadership – CEO leadership is transmitted through
chain of command. Influence over formal programs.
Cascading effect of leadership influence
Influence over formal programs, management systems, and
structural forms
Influence over organizational culture – shared beliefs and
values of members.
*
Trait – pertains to personality, motives, values, and skills
Behavior – pertains to what managers actually do on the job
Power-influence – pertains to the influence processes used by
managers
Situational – pertains to outside factors that influence
leadership processes (nature of the work, type of organization,
and so forth)
Integrative – involves more than one approach
Leadership theory comparison
*
*

19. *
*
Leader effectiveness is often measured by how goals such as
sales and net profits are met. Followers view leaders as
satisfying their needs and usually respect, admire, and trust
leaders.
*
*
Chapter 7 of Leadership in Organizations
Adaptive leadership is necessary when leaders must be more
flexible and adaptive to their situation.
Managing immediate crises—managers should anticipate
problems, recognize early warning signs, and have a prepared
plan of action for dealing with them.
*
Leader traits or broadly-defined behaviors are positively related
to subordinate performance or satisfaction.
Lack of consistent results = contingency theories. Path Goal,
*
Situational Leadership Theory – appropriate type of leadership
behavior for the follower/subordinate in various situations.
LPC (least preferred co-worker) LPC Scores reveal a leader’s
motive hierarchy. High LPC is strongly motivated to have close,
interpersonal relationships and will act in a considerate
supportive manner.
*
*
Intra-individual – involves examining roles, behaviors, and

20. decision styles
Dyadic – examines relationship between leader and subordinate
Group processes – focuses on leaders’ influence on team
performance
Organizational processes – focuses on how a leader adapts to
the environment and acquires resources necessary to complete
tasks
Multilevel – involves application of more than one theory
Leader-centered versus follower-centered – extent to which a
theory is focused either on a leader or a follower
Descriptive – explains leadership processes, describes the
typical activities of leaders, and explains why certain behaviors
occur in particular situations
Prescriptive – specifies what leaders must do to become
effective and identifies any necessary conditions for using a
particular type of behavior effectively
Universal or contingency – describes some aspect of leadership
that applies to all types of situations
*
*
Number of contingency or situational factors influence the
choice of these design parameters. Age & Size – older an org
the more formalized its behavior. Larger an org, the more
formalized. Larger an org, more elaborate its structure, the more
specialized its jobs and units and the more developed its
administrative components.Technical System – the more
controls the technical system has over the work of the operators,
the more formalized the operating work and more bureaucratic
the structure.Environment – more dynamic an orgs environment,
the more organic its structure. More complex environment, the
more decentralized its structure, more diversified an org’s
markets, the greater the propensity to split it into market-based
units or divisions, given favorable economies of scale.Power –
the greater the external control of an org, the more centralized
and formalized its structure.

21. *
Select 12 people – each picks from a bag of words and
definitions. Need to attach words and definitions to diagram on
board.
Operating Core – at base of org – people who perform the basic
work of the organization
Strategic Apex – where the whole system is overseen
Middle Line – hierarchy of authority between the operating core
and the strategic apex.
Technostructure – outside the heirarch of line authority. They
perform administrative duties by planning and controlling the
work of others.
Support Staff – provide various internal services from cafeteria
to mailroom.
Ideology – (culture) encompasses the traditions and beliefs of
an organization
*
*
True
Immediate outcomes easy to measure
Willingness to complete a project
Delayed outcomes difficult to assess
Influenced by extraneous events
Leader can effect both immediate and delayed outcomes
May be inconsistent and move in opposite directions
*
Key Variables in Leadership Theories: Characteristics of the
Leader, Follower, and Situation
Characteristics of Leader: Traits (motives, personality, values),
Confidence and optimism, Skills and expertise, Behavior,
Integrity and ethics, Influence tactics, Attributions about
followers

22. Characteristics of Follower: Traits (needs, values, self
concepts), Confidence and optimism. Skills and expertise,
Attributions about the leader. Trust in the leader, Task
commitment and effort, Satisfaction with job and leader
Characteristics of Situation: Type of organizational unit, Size of
unit, Position power and authority of leader, Task structure and
complexity, Task interdependence, Environmental uncertainty,
External dependencies
*
Charismatic leaders are rare and are often found in new
organizations or those in need of change where previous
authority has failed, especially in dealing with a severe crisis.
Followers perceive them as extraordinary, identify with them on
a personal level, and are extremely loyal. Charismatic leaders
may be targets of extreme measures such as assassination in
order to remove them from their positions.
Some positives associated with charismatic leaders are that
organizations under their leadership perform at a high level,
communication is open, and followers are empowered.
Some negatives of charismatic leaders are that followers may
lose sight of important factors due to their awe of the leader and
may deny problems or failures and overlook the need for a
successor.
*
Transformational leaders often empower followers and
encourage independence by delegating authority to individuals
or teams. Transformational leaders use a rewards or incentive
system to motivate followers and punish those who deviate from
performance standards.

23. *
Research on transformational and inspirational leadership –
surveys such as the Multifactor Leadership Questionnaire,
laboratory and field experiments, analyses of leader
descriptions such as biographical studies and intensive case
studies
*
*
*
*