The document discusses the differences between leadership and management. Managers focus on maintaining the status quo through tasks like planning and budgeting, while leaders challenge the status quo by creating visions for change and empowering followers. The document also examines various theories of leadership, including trait, behavioral, contingency, and transformational theories. It explores how leadership styles may differ based on the situation and discusses topics like charismatic leadership, self-leadership, and whether men and women lead differently.

1. Week 2
Chapter 3

2. What is the difference
between a manager
and a leader?
Are there specific
traits, behaviours,
and situations that
affect how one leads?
How does a leader
lead with vision?
Are there leadership
roles for non-
managers?
What are some of the
contemporary issues
in leadership?
Objectives

3. Leadership
The ability to
influence a group
toward the
achievement of
goals.
Source: http://i223.photobucket.com/albums/dd41/fdxfield/PEA0332Peanuts-Lead-Don-t-Follow-Po.jpg

4. Source: R. N. Kanungo, “Leadership in Organizations: Looking Ahead to the 21st Century,” Canadian Psychology 39, no. 1-2 (1998), p. 77.
Management
• Engages in day-to-day caretaker
activities: Maintains and allocates
resources
• Exhibits supervisory behaviour:
Acts to make others maintain
standard job behaviour
• Administers subsystems within
organizations
• Asks how and when to engage in
standard practice
• Acts within established culture of
the organization
• Uses transactional influence:
Induces compliance in manifest
behaviour using rewards,
sanctions, and formal authority
• Relies on control strategies to get
things done by subordinates
• Status quo supporter and stabilizer
Leadership
• Formulates long-term objectives
for reforming the system: Plans
strategy and tactics
• Exhibits leading behaviour: Acts to
bring about change in others
congruent with long-term
objectives
• Innovates for the entire
organization
• Asks what and why to change
standard practice
• Creates vision and meaning for the
organization
• Uses transformational influence:
Induces change in values,
attitudes, and behaviour using
personal examples and expertise
• Uses empowering strategies to
make followers internalize values
• Status quo challenger and change
creator
Exhibit 3-1 Distinguishing Leadership from Management

5. Leadership as Supervision – 3 General Questions
1. Is there a particular set of traits
that all leaders have, making
them different from nonleaders?
2. Are there particular behaviours
that make for better leaders?
3. How much impact does the
situation have on leaders?

6. Trait Theories of Leadership
Traits consistently
associated with leadership:
Ambition and energy
The desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job-relevant knowledge
Source: topsocialite.com

7. Emotional Intelligence (EI) is the best predictor of who will emerge as
a leader.

8. Behavioural Theories of Leadership
Propose that specific behaviours differentiate leaders from
nonleaders.
• Attention to production: task orientation, work
orientation, production orientation
• Attention to people: employee needs and concerns
• Examples
• Ohio Studies, Michigan Studies, Blake & Mouton’s
Leadership Grid

9. Ohio Studies – two dimensions of leadership behaviour
Initiating structure
• extent to which a leader
is likely to define and
structure his/her role and
the roles of employees in
order to attain goals
• behaviour to try to
organize work, work
relationships and goals
Consideration
• extent to which a leader
is likely to have job
relationships
characterized by mutual
trust, respect for
employees’ ideas, and
regard for their feelings
Image source: http://buzzytimes.com/

10. Michigan Studies – 2 dimensions of leadership behaviour
Employee oriented
• emphasize interpersonal
relations
• personal interest in the needs of
their subordinates
• accept individual differences
Production oriented
• emphasize technical or task
aspects of the job
• concerned with making sure the
group accomplishes its tasks
• group members are simply a
means to that end
Image source: http://topnews.in/

11. Exhibit 3-2 The Leadership Grid – Blake & Mouton
Exertion of minimum effort to get required
work done is appropriate to sustain
organization membership.
9
2 3 4 5 6 7 8 9
Low High
Concern for production
Low
High
8
7
6
5
4
3
2
1
1
Country club management 1,9
Thoughtful attention to the needs of
people for satisfying relationships leads
to a comfortable, friendly organization
atmosphere and work tempo.
Team management 9,9
Work accomplishment is from committed
people who have a “common stake” in the
organization’s purpose. This leads to
relationships of trust and respect.
Impoverished management 1,1 Authority-obedience 9,1
Middle-of-the-road management 5,5
Adequate organizational performance is possible
through balancing the necessity to get out work with
maintaining morale of people at a satisfactory level.
Concernforpeople
Efficiency in operations
results from arranging conditions of work in
such a way that human elements interfere to
a minimum degree.
Source: Reprinted by permission of Harvard Business Review. Based on an exhibit from “Breakthrough in Organization Development,” by R. R. Blake, J. S. Mouton, L. B. Barnes, and L. E. Greiner (November-
December 1964). Copyright © 1964 by the President and Fellows of Harvard College; all rights reserved.

12. Research Findings: Behavioural Theories of Leadership
When should a leader be
people-oriented?
•Lots of pressure due to deadlines or
unclear tasks
•When it’s clear how to perform the
task and what the goals are
When should a leader be
production-oriented
•When the task is interesting or
satisfying
•When the goals or how to perform the
task are not clear
•When people do not know what to do
or do not have the knowledge/skills
to do the job

13. Research Findings: Behavioural Theories of Leadership
Followers of people-oriented
leaders were more satisfied
with their jobs, more motivated
and had more respect for their
leader.
Production-oriented leaders
showed higher levels of
productivity and more positive
performance evaluations.

14. Contingency Theories: Does the Situational Matter?
Stress the importance of considering the context when
examining leadership.
• Fiedler Contingency Model
• Hersey and Blanchard’s Situational Theory
• Path-Goal Theory
• Substitutes for Leadership

15. Fiedler Contingency Model
Effective group
performance depends
upon the proper match
between the leader’s
style and the degree to
which the situation gives
control to the leader.

16. Fiedler’s contingency situations – if these are high, then the leader
has more control.
Leader-member
relations
Degree of
confidence,
trust, and
respect
members have
for leader.
Task structure
Degree to
which jobs are
structured.
Position power
Degree to
which leader
has control
over “power”:
hiring, firing,
discipline,
promotions,
salary.
Fiedler assumed that an individual’s leadership style is fixed.

17. Fiedler Contingency Model
Level of
Control
Leadership
Orientation
Explanation
High or
Low
Task High-control – relationship is good so
leader can get away with task
orientation.
Low- control – task orientation may be
only way to get things done
Moderate Relationship Leader’s relationship may make it easier
to get things done.

18. Hersey and Blanchard’s Situational Theory – leader/follower
relationship similar to parent/child
Follower: able but unwilling
• Leader: needs to use a
supportive and
participative style.
Follower: both able and
willing
• Leader: a laissez-faire
approach will work.

19. Able and
willing
Able and
unwilling/
apprehensive
R3R4
Unable and
willing
Unable and
willing
Unable and
unwilling/
insecure
Unable and
unwilling/
insecure
ModerateHigh Low
Task behaviour
Leader Behaviours
(Low)
(High)
S4
S3 S2
S1
(High)
Follower Readiness
R2 R1
RelationshipBehaviour
Exhibit 3-3 Hersey and Blanchard’s Situational Leadership Theory

20. Path-Goal Theory of Leadership
A theory that says it’s the leader’s job to assist followers in
reaching their goals and to provide the necessary direction
and/or support to ensure that their individual goals are
compatible with the overall goals.

21. Path-Goal Theory: 3 Guidelines to Be an Effective Leader
Determine the outcomes
subordinates want.
•e.g., good pay, job security, interesting
work, and autonomy to do one’s job, etc.
Be clear with expectations.
•Let individuals know what they need to do
to receive rewards (the path to the goal).
•Remove barriers that prevent high
performance.
•Express confidence that individuals have
the ability to perform well.
Reward individuals with their
desired outcomes when they
perform well.

22. Path-Goal: 4 leadership behaviours that might be used in different
situations
Directive
• Lets followers
know what is
expected of
them,
schedules work
to be done and
gives specific
guidance
Supportive
• Friendly and
shows concern
for the needs
of followers
Participative
• Consults with
followers
before making
a decision
Achievement
oriented
• Sets
challenging
goals, expects
followers to
perform at
their highest
level
Source: cbc.ca

23. Exhibit 3-4 Path-Goal Theory – Contingency factors that determine
the appropriate leader behaviour.

24. Exhibit 3-5 Substitutes and Neutralizers for Leadership – a leader is
not always necessary
Characteristics of Individual
Experience/training
Professionalism
Indifference to rewards
Characteristcs of Job
Highly structured task
Provides its own feedback
Intrinsically satisfying
Characteristics of organization
Explicit formalized goals
Rigid rules and procedures
Cohesive work groups
Effect on Leadership
Substitutes for task-oriented leadership
Substitutes for relationship-oriented & task-oriented leadership
Neutralizes relationship-oriented and task-oriented leadership
Substitutes for task-oriented leadership
Substitutes for task-oriented leadership
Substitutes for relationship-oriented leadership
Substitutes for task-oriented leadership
Substitutes for task-oriented leadership
Substitutes for relationship-oriented & task-oriented leadership
Source: Based on S. Kerr and J. M. Jermier, “Substitutes for Leadership: Their Meaning and Measurement,” Organizational Behavior and Human Performance, December 1978, p. 378.

25. From Transactional to Transformational Leadership
Transactional leaders
• Leaders who guide or motivate
their followers in the direction of
established goals by clarifying
role and task requirements.
• Performance meets expectations
Transformational
leaders
• Leaders who inspire followers to
go beyond their own self-
interests for the good of the
organization, and have a
profound and extraordinary effect
on their followers.

26. Exhibit 3-6 Full Range of Leadership Model

27. Charismatic and Transformational leaders articulate a vision
Clear and compelling
imagery that offers an
innovative way to improve,
which recognizes and
draws on traditions, and
connects to actions that
people can take to realize
change.
Vision taps people’s
emotions and
energy.

28. Research Findings: Charismatic Leadership
Transformational
leadership usually results
in lower turnover rates,
higher productivity, and
higher employee
satisfaction when
compared to
transactional leaders
Charismatic leadership
had a greater impact on
team performance than
individual performance
Image source: http://www.flickr.com/photos/acaben/

29. Charismatic leaders can be
good if organizations need
great change
• After the change is
completed, charismatic
leaders can be a liability
• Charismatic leaders too often
believe that they are correct
• Charismatic leaders can
silence criticism
So…is Charismatic Leaderships
necessary?
• Recent study showed that
companies went from good to
great because they had
charismatic leaders who were
not ego-driven
• These leaders have been
called level 5 leaders.
Charismatic Leadership

30. Mentoring
often a senior employee who sponsors and supports a
less-experienced employee (a protégé).
The mentoring role includes: coaching; counselling; sponsorship
- longer term relationship and emotional attachment

31. Coaching – task oriented/shorter term than mentoring
Good coaches
• Emphasizes self-development
and self-discovery of the
person being coached
• Offers the person being
coached constructive
feedback on how to improve
• Meets regularly with the
person being coached
• Is a good listener
• Challenges the person being
coached to perform
• Sets realistic standards for
the person being coached to
achieve

32. Factors Calling for Self-Leadership (or Self-Management)
With self-leadership,
individuals and teams:
Set goals
Plan and implement tasks
Evaluate performance
Solve their own problems
Motivate themselves

33. How Do Leaders Create Self-Leaders?
Model self-leadership.
Encourage employees to
create self-set goals.
Encourage the use of self-
rewards to strengthen and
increase desirable behaviors.
Create positive thought
patterns.
Create a climate of self-
leadership.
Encourage self-criticism.
Source: http://www.flickr.com/photos/evdg/

34. Providing Team Leadership
Leading teams
requires new
skills.
patience to
share
information,
trust others,
give up
authority, and
knowing when
to intervene
Leading teams
requires new
roles.
Liaisons with
external
constituencies
Troubleshooters
Conflict managers
Coaches
Image source: http://www.flickr.com/photos/cmaccubbin/

35. Online Leadership
telecommuting
contracting out
globalization
communication is
key – tone and
words used

36. Benefits of Leading Without Authority
Sources: http://www.imbrandon.co ; http://www.islanderspointblank.com; http://www.elsarings.com
Latitude for creative
deviance
• Easier to raise harder
questions and look
for less traditional
solutions.
Issue focus
• Freedom to focus on
single issue, rather
than many issues.
Frontline information
• Often closer to the
people who have the
information.

37. Contemporary Issues in Leadership
Authentic leadership
Is there a moral
dimension to
leadership
Do men and women
lead differently
Source: http://www.flickr.com/photos/midnightquill/

38. Authentic leaders: Know who they are, know what they believe in
and value and act upon those values and beliefs openly and
candidly
Followers consider
them ethical and allow
for trust to be
developed
Because the concept
is new, there has
been little research on
this topic
Image source: http://upload.wikimedia.org/wikipedia/commons/0/03/Robin_Sharma.jpg

39. Ethics deals with leadership in a number of ways…
Transformational
leaders are described
as encouraging moral
virtue when they
change attitudes and
behaviour
Unethical leaders are
likely to use charisma
to increase power over
others
Top executives set the
moral tone for an
organization
Image source: http://www.flickr.com/photos/hotpudding/

40. The Moral Foundation of Leadership
•Telling the truth as you see it,
because it allows for a mutual, fair
exchange to occur.
Truth
telling
•Leaders need to be careful of the
commitments they make, and then
careful of keeping those promises.
Promise
keeping
•This ensures that followers get their
fair share for their contributions to
the organization.
Fairness
•Telling the truth, keeping promises,
and being fair all show respect for
the individual. Respect means
treating people with dignity.
Respect for
the
individual
Source: http://www.flickr.com/photos/sabeth718/

41. Gender and Leadership: Do Men and Women Lead Differently?
Similarities between male
and female leaders
outweigh the differences
Women tend to be more
democratic while men or
more directive
Now, flexibility, teamwork,
trust, and information
sharing are replacing rigid
structures, competitive
individualism, control, and
secrecy
Source: http://www.flickr.com/photos/kashmera/

42. Men’s and Women’s Leadership Styles
In general, women
fall back on a
democratic
leadership style:
Encourage
participation.
Share power and
information.
Attempt to enhance
followers’ self-worth.
Prefer to lead
through inclusion.
Men feel more
comfortable with a
directive command-
and-control style:
Rely on formal
authority.
Source: canada.com

43. None of the five studies set out to find gender differences. They stumbled on them while
compiling and analyzing performance evaluations.
Skill (Each check mark denotes which group
scored higher on the respective studies)
* In one study, women’s and men’s scores in these categories were statistically even.
MEN WOMEN
Motivating Others
Fostering Communication
Producing High-Quality Work
Strategic Planning
Listening to Others
Analyzing Issues
*
*
*
Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel
Decisions International Inc., Advanced Teamware Inc.
Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20, 2000, p. 75. Reprinted by permission of Business Week.
Exhibit 3-8 Where Female Managers Do Better: A Scorecard

44. Summary and Implications
•managers promote stability while leaders press for change.
What is the difference
between a manager and a
leader?
•The research on this topic has been mixed. Contingency theories
suggest that leaders need to adjust their behaviours, depending on
the situation and employee needs.
Are there specific traits,
behaviours, and situations
that affect how one leads?
•Leaders that lead with vision are known as transformational or
charismatic leaders. They inspire followers to go beyond their own
self-interests for the good of the organization.
How does a leader lead
with vision.
•A person can be an informal leader. Such leadership can take the
form of mentoring, coaching, self-leadership, providing team
leadership, online leadership and leading without authority.
Are there leadership roles
for nonmanagers?
•Three major issues of leadership today are authentic leadership,
moral leadership, gender differences in leadership.
What are some of the
contemporary issues in
leadership?

45. For Review
Trace the development of
leadership research.
What traits predict
leadership?
What is the Managerial
Grid? Contrast its approach
to leadership with the
approaches of the Ohio
State and Michigan studies.
What are the contingency
variables in the path-goal
theory?
When might leaders be
irrelevant?
What characteristics define
an effective follower?
What are the differences
between transactional and
transformational leaders?
Describe the strengths and
weaknesses of a
charismatic leader.
What is moral leadership?
Why do you think effective
female and male managers
often exhibit similar traits
and behaviours?

46. 51
Homework

47. Image source: http://www.flickr.com/photos/vernhart/