This document discusses leadership theories and frameworks. It begins by defining leadership and distinguishing between managers and leaders. It then covers classic theories like trait theory and behavioral theories such as Ohio State studies. Modern frameworks discussed include Fiedler's contingency model, path-goal theory, and transformational leadership. It also identifies skills effective leaders need such as communication, problem solving, and motivating others.

1. Leadership

2. Overview
• Define leadership
• Present the background & classic studies of leadership
• Discuss the traditional theories of leadership
• Identify modern frameworks for leadership
• Relate the style implications from the classic studies & modern
theories of leadership
• Identify and analyze the skills needed for effective leadership

3. Leadership
• The ability to influence a group toward the
achievement of goals
• “When you boil it down, contemporary
leadership seems to a matter of aligning people
toward common goals and empowering them to
take the actions needed to reach them.”
Sherman, 1995
• Sanctioned vs. non sanctioned leadership

4. Managers Vs Leaders
Manager Characteristics
• Administers
• A copy
• Maintains
• Focuses on systems and structures
• Relies on control
• Short range view
• Asks how and when
• Eye on bottom line
• Imitates
• Accepts the status quo
• Classic good soldiers
• Does things right
Leader Characteristics
• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust
• Long range perspective
• Asks what and why
• Eye on horizon
• Originates
• Challenges the status quo
• Own person
• Does the right thing

5. Trait Theories
• What characteristics or traits make a person a leader?
• Great Man Theory: Individuals are born either with or
without the necessary traits for leadership
• Trait theories of leadership sought personality, social,
physical or intellectual traits that differentiate leaders
from non leaders
• Trait view has little analytical or predictive value
• Technical, conceptual and human skills (Katz 1974)

6. Behavioral Theories
• Ohio state studies: initiating structure (task or goal
orientation) vs consideration (recognition of individual
needs and relationships)
• University of Michigan studies: Employee oriented (
genuine concern for people) vs production oriented
genuine concern for task)

7. The Managerial Grid
1,9
Country club management
Thoughtful attention needs of people
for satisfying relationships leads to
A comfortable, friendly organization
atmosphere and work tempo
9,9
Team management
Work accomplishment is from
committed people, interdependence
through a “common stake” in organization
purpose leads to relationship
of trust and respect
1,1
Impoverished Management
Exertion of minimum effort to get
required work done is appropriate
to sustain organization membership
5,5
Organization Man Management
Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level
9,1
Authority-Obedience
Efficiency in operations results
from arranging conditions of
work in such a way that human
elements interfere to a minimal degree
1
2
3 4 5 6 9
8
7
1
2
3
4
5
6
7
8
9
Concern for production
Low High
Low
High
Concern
for
people

8. Fiedler Contingency Model
• Effective groups depend upon a proper match
between a leader's style of interacting with
subordinates and the degree to which the
situation gives control and influence to the
leader
• LPC measures task- or relationship-oriented
leadership style ( think of all the coworkers you
have ever had and describe one person you
least enjoyed working with)

9. Fiedler-Defining the situation
• After the individual's basic leadership style has
been assessed through the LPC, it is necessary
to match the leader with the situation
• Leader member relations -the degree of
confidence, trust, and respect subordinates have
on their leader
• Task structure -the degree to which task
assignments are procedurized
• Position power -influence derived from one's
formal structural position in the organization

10. Contingency Theories
Fiedler’s contingency Model
I II III IV V VI VII VIII
Good Good Good Good Poor Poor Poor Poor
High High Low Low High High Low Low
Strong weak strong weak strong weak strong weak
Category
Leader member relations
Task structures
Position power
Moderate Unfavorable
Favorable
Task Oriented
Relationship Oriented
Performance
Good
poor

11. Hersey and Blanchard’s Situational Theory
Task behavior
Relationship
behavior
(Low) (High)
High Moderate
Low
M4 M3 M2 M1
Immature
Mature
Maturity of follower( s)
(High)
High Task
and low
relationship
Low
Relationship
and
Low task
High
relationship
And
low task
High Task
And
High
relationship
Style of Leader

12. Path Goal Theory
Environmental Contingency Factors
• Task Structure
• Formal authority system
• Work Group
Subordinate contingency factors
•Locus of control
•Experience
•Perceived ability
Outcomes
•Performance
•Satisfaction
Leader Behavior
•Directive
•Supportive
•Participative
•Achievement -oriented

13. Charismatic Leadership
Key Characteristics of Charismatic leaders
1. Self Confidence- They have complete confidence in their judgment and ability.
2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity
between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the
leader.
3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable
to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a
motivating force.
4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing
to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being
novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration
in followers.
6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather
than as caretakers of the status quo.
7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental
constraints and resources needed to bring about change.

14. Transactional vs Transformational leaders
Characteristics of Transactional and transformational leaders
Transactional Leaders
• Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good
performance, recognizes accomplishment
• 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
Transformational Leaders
• Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
• Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important
purposes in simple ways.
• Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.
• Individualized consideration: Gives personal attention, treats each employee individually,
coaches, advises.

15. The Activities of Successful & Effective leaders
Type of Activity
Description categories
Derived from free Observation
Interacting with outsiders
Traditional Management
Networking
Human Resource Management
Exchange Information
Handling paperwork
Planning
Decision Making
Controlling
Routine Communication
Socializing /Politicking
Motivating/Reinforcing
Disciplining/Punishing
Managing conflict
staffing
Training/Developing

16. Relative Distribution of Manager’s Activities
Traditional Management
(32%)
Routine Communication
(29%)
Human resources
(20%)
Networking
(19%)

17. What skills do leaders need?
• Personal Skills
1.Developing
Self-awareness
3. Solving
Problems
creatively
2.Managing
stress
•Determining values
and priorities
•Identifying cognitive style
•Assessing attitude toward change
•Coping with stressors
•Managing time
•Delegating
•Using the rational approach
•Using the creative approach
•Fostering innovation in others

18. •Interpersonal Skills
4. Communication
supportively
5. Gaining power
and influences
7. Management
conflict
6. Motivating others
•Gaining power
•Exercise influence
•Empowering others
•Coaching
•Counseling
•Listening
•Identifying causes
•Selecting appropriate strategies
•Resolving confrontations
•Diagnosing poor performance
•Creating a motivating environment
•Rewarding accomplishment

19. The right stuff
Covey
• Empower your inner child-children are genuine, speak their mind-so
do successful leaders
• Be slightly weird-effective leaders have their own approach to do
things
• Embrace compensation-everyone likes money, but successful
leaders can talk about it
• Focus carefully –successful leaders are able to handle more than 2-
3 things at a time because they are able to filter out extraneous
information and focus on critical issues
• Speak openly- successful leaders say what they think
• Don't get even-get mad-good leaders let off steam and get on to the
next issue
• Keep up on the latest developments- successful leaders know the
latest jargon and trnds