The document discusses leadership theories including trait theories focusing on innate qualities, behavioral theories examining leader behaviors, and contingency theories emphasizing situational factors. It also contrasts transactional leaders who focus on day-to-day operations versus transformational leaders who inspire followers to achieve extraordinary outcomes through vision and trust. Modern views of leadership emphasize the importance of credibility and trust between leaders and followers.

2.  Define leader and leadership
 Compare and contrast early leadership
theories
 Describe the four major contingency
leadership theories
 Describe modern views of leadership and the
issues facing today’s leaders
 Discuss trust as the essence of leadership

3.  Leader
 Someone who can influence others and who has
managerial authority
 Leadership
 The process of leading a group and influencing that
group to achieve its goals

4.  Trait Theories of Leadership
 Theories that isolate characteristics (traits) that
differentiate leaders from non-leaders

5.  1) Drive “high effort level”
 2)Desire to lead “strong desire to influence and
lead others”
 3)Honesty & integrity “ build trusting
relationships with followers by being truthful”
 4)Intelligence “to gather large amount of
information and be able to create vision ,solve
problems and make correct decisions.

6.  5)Self-confedance “ in order to convince
followers of the rightness of their goals and
decisions
 6)job-relevant knowledge “high degree of
knowledge about the company , industry, and
technical matters.
 7)Extravision “ are energetic, lively people,
sociable, and rarely silent or withdrawn

8.  Behavior
 The actions of people
 Behavioral Theories of
Leadership
 Theories that isolate
behaviors that
differentiate effective
leaders from ineffective
leaders

9.  1)Autocratic Style
 A leader who
centralizes
authority, dictates
work methods, makes
unilateral
decisions, and limits
employee
participation

10.  2)Democratic Style
 A leader who involves
employees in decision
making, delegates
authority, encourages
participation in
deciding work
methods, and uses
feedback to coach
employees

11.  3)Laissez-Faire Style
 A leader who
generally gives
employees complete
freedom to make
decisions and to
complete their work
however they see fit

12. Identified two categories that accounted
for most of the leadership behavior
INITIATING STRUCTURE CONSIDERATION
 The extent to which a  The extent to which a leader
leader defines and has job relationships
characterized by mutual
structures his or her role trust, respect for employees’
and the roles of ideas, and regard for their
employees to attain feelings
goals

13.  High- high style generally produced positive
outcomes

14. Also developed two dimensions of
leadership behavior
EMPLOYEE ORIENTED PRODUCTION ORIENTED
 A leader who emphasizes  A leader who emphasizes
the people aspects. the technical or task
 Accept individual aspects
differences among  Concern mainly with
members accomplishing their group
task.

15.  Production oriented have lower group
productivity and lower worker satisfaction
 Employee Oriented have high group
productivity and higher job satisfaction

16. Situational Leadership Theory (SLT)
 A leadership contingency theory that focuses on
followers’ readiness
 Readiness
 The extent to which people have the ability and
willingness to accomplish a specific task

17.  Telling (high task–low relationship)
 The leader defines roles and tells people what, how,
when, and where to do various tasks
 Selling (high task–high relationship)
 The leader provides both directive and supportive
behavior

18.  Participating (low task–high relationship)
 The leader and followers share in decision making;
the main role of the leader is facilitating and
communicating
 Delegating (low task–low relationship)
 The leader provides little direction or support

19. Unable Unable Able Able
Unwilling Willing Unwilling Willing
Not competent or Motivated but Competent but Competent and
confident lack of don’t want to do confident
experience something
R1 R2 R3 R4

20.  Transactional Leaders
 Leaders who lead primarily by using social
exchanges (or transactions)
 more concerned with maintaining the normal flow
of operations
 does not look ahead in strategically guiding an
organization to a position of market leadership;
instead, these managers are solely concerned with
making sure everything flows smoothly today.

21.  Transformational Leaders
 Leaders who stimulate and inspire (transform)
followers to achieve extraordinary outcomes
 goes beyond managing day-to-day operations and
crafts strategies for taking his company, department
or work team to the next level of performance and
success.
 set goals and incentives to push their subordinates
to higher performance levels, while providing
opportunities for personal and professional growth
for each employee.

22.  Charismatic Leaders
 Enthusiastic, self-confident
leaders whose personalities
and actions influence people to
behave in certain ways
 Visionary Leadership
 The ability to create and
articulate a
realistic, credible, and
attractive vision of the future
that improves on the present
situation

23.  Credibility
 The degree to which
followers perceive
someone as honest,
competent, and able
to inspire
 Trust
 The belief in the
integrity, character,
and ability of a leader