This slideshow examines the meaning of leadership in modern organisations. How are we to understand leadership? Is it through the personality or behaviours of individuals who occupy leadership positions, or is it through the processes they enact, or the results they achieve? What are the key characteristics of successful executives today? This presentation explores these questions.

1. GSBS6070: PRINCIPLES OF LEADERSHIP
Leadership Profiles, Styles and Achievements
James Hunt
June, 2013

2. Leadership Images – Previous Slide
1. Marissa Mayer (CEO of Yahoo)
2. Richard Branson (Founder and Group Chairman at Virgin)
3. Jill Barad (former CEO of Mattel)
4. Rupert Murdoch (News Limited)
5. Meg Whitman (former CEO of Ebay; current CEO of HP)
6. Steve Jobs (co-founder and former CEO of Apple)
7. Sheryl Sandberg (COO of Facebook)
8. Andrea Jung (CEO of Avon)

3. Last Week’s Introductory Lecture: A Review
1. Various definitions of leadership: to inspire confidence, to influence others,
to exercise power, strategic positioning.
2. Leadership versus management: leadership is more intuitive, both
management and leadership can produce change in organisations.
3. Does leadership make a difference? Under what conditions does
leadership have an impact, or the greatest impact?
4. Substitutes for leadership: professional norms, intrinsic motivation,
expertise.
5. A framework for understanding leadership.
6. Brainstorming exercise: characteristics and qualities necessary for effective
leadership

4. A Framework for Understanding Leadership
Source: Andrew J. DuBrin (2010), Principles of Leadership, South-Western Cengage Learning

5. Reading: Keith Grint (2005), Leadership: Limits and Possibilities, Palgrave MacMillan
What is Leadership: person, result, position or process ?
Person
Position
Process Results
Traits, qualities,
personal
characteristics
Formal or informal
role - perception and
execution
Leadership style,
behaviours, belief
system, methods of
execution
Outcomes,
achievements
Leader-
member
exchange
dynamic

6. Key Characteristics of Successful Executives:
1. Strong leadership skills
2. An action orientation
3. A vision of where the firm is going
4. Excellent communication skills
5. Self-confidence
6. The ability to take risks
7. The ability to motivate
8. The ability to generate loyalty
9. High integrity
10. Team-building skills
11. Operations experience
12. International Experience
Source: Rowan, R. (1986) “America’s Most Wanted Managers”, Fortune Magazine, February 3rd
, pp. 18-
25.
A survey of executive recruiters in the United States (1986) found that the most
sought-after managers had most, if not all of the following characteristics:

7. Major Factors Influencing the Careers of Senior Executives:
Influencing factor: Private sector ranking Public Sector ranking
1. Having a need to achieve results 1 1
2. Ability to work with a wide variety of people 2 3
3. Ability to negotiate and influence 3 2
4. Early overall responsibility 4 4
5. Desire to seek new opportunities 5 9
6. Breadth of experience prior to age 35 6 5
7. Ability to change managerial style 7 7
8. Leadership experience early in career 8 14
9. Stretched by immediate superiors 9 8
10. Willingness to take risks 10 11
11. Having more ideas than colleagues 11 6
12. Visible to top management before age 30 12 13
13. Family support 13 15
14. Sound technical training 14 12
15. Manager early in career as a role mode 15 10
16. Having formal management training 16 17
17. Overseas management or work experience 17 16
18. Experience of leadership in armed forces 18 18
Source: Mukhi, S. (1982), “Leadership Paths & Profiles”, Human Resources Management Australia,
Volume 20, No.3, pp. 22-26.

8. Key Characteristics of Successful Executives Today:
1. Strategic leadership capabilities
2. Energy and motivational drive
3. High self-confidence
4. Entrepreneurial vision
5. The capacity to communicate effectively
6. The capacity to negotiate effectively
7. The ability to persuade and influence others
8. The ability to shape organisational culture
9. Financial acumen
10. Operational and industry-based experience
A joint research initiative in 2010 by a global consultancy firm and a prominent
business magazine found that in transnational corporations, the following
capabilities were considered most necessary by senior executives:
Indra Nooyi, Chairman & CEO, Pepsi.
Ursula Burns, Xerox CEO, appointed June 2009

9. Leadership Profiles:
Lewin , Lippit & White: Three Leadership Orientations (1939)
Lewin, K., Lippit, R. & White, R. (1939) “Patterns of Aggressive Behaviour in
Experimentally Created Social Climates” Journal of Sociology, Vol. 10: 271-299.
Laissez-faire Democratic
Autocratic
Freedom
Order

10. Leadership Profiles:
Tannenbaum and Schmidt’s Leadership Continuum
Autocratic Style
Democratic Style
1. Leader
makes
decision and
announces it
to followers
individually
or in a
group
without
discussing
it.
2. Leader
makes
decision
and sells it
to
followers
through a
presentatio
n of why it
is a good
idea.
3. Leader
presents
ideas and
invites
follower
questions.
4. Leader
presents
tentative
decision
subject to
change.
5. Leader
presents
problem,
gets
suggested
solutions,
and makes
the decision.
6. Leader
defines
limits and
asks the
followers
to make a
decision.
7. Leader
permits
followers
to make
ongoing
decisions
within
defined
limits.
Source: Tannenbaum, R. & Schmidt, W.H. (1958), “How to Chose a Leadership
Pattern”, Harvard Business Review, Vol. 36, No.2, March-April: 95-101.

11. The Leadership Orientation Paradigm
INSPIRATIONAL
(Visionary)
LAISSEZ-FAIRE
AUTOCRATIC
(Authoritarian)
DEMOCRATIC
(Participative)
Four Key
Leadership
Orientations

12. The Leadership Orientation Paradigm:
The Autocratic-Democratic Continuum
AUTOCRATIC
(Authoritarian)
DEMOCRATIC
(Participative)
•Aggressive
•Competitive
•Dominant
•Forceful
•Logical
•Cautious
•Conventional
•Careful
•Collaborative
•Facilitative
•Mediating
•Process-oriented
•Stable
•Understanding
•Responsive
•Considerate

13. The Leadership Orientation Paradigm:
The Autocratic-Democratic Continuum
AUTOCRATIC
(Authoritarian)
DEMOCRATIC
(Participative)
High
Uncertainty
Avoidance
Lower
Tolerance of
Ambiguity
Low
Uncertainty
Avoidance
Higher
Tolerance of
Ambiguity
•Aggressive
•Competitive
•Dominant
•Forceful
•Logical
•Cautious
•Conventional
•Careful
•Collaborative
•Facilitative
•Mediating
•Process-oriented
•Stable
•Understanding
•Responsive
•Considerate

14. The Leadership Orientation Paradigm:
Vertical Axis Continuum
INSPIRATIONAL
(Visionary)
LAISSEZ-FAIRE
AUTOCRATIC
(Authoritarian)
DEMOCRATIC
(Participative)
High Achievement
Orientation
Low Achievement
Orientation
•Industrious
•Energetic
•Convincing
•Inspiring
•Individualistic
•Persistent
•Daring
•Spontaneous
•Abdicative
•Avoidant
•Neglecting
•Unassertive
•Permissive
•Tolerant
•Passive
•Delegating

15. The Leadership Orientation Paradigm ©
James Hunt, University of Newcastle, 2010
INSPIRATIONAL
(Visionary)
LAISSEZ-FAIRE
AUTOCRATIC
(Authoritarian)
DEMOCRATIC
(Participative)
High Achievement
Orientation
Low Achievement
Orientation
High
Uncertainty
Avoidance
Low
Uncertainty
Avoidance
•Industrious
•Energetic
•Convincing
•Inspiring
•Individualistic
•Persistent
•Daring
•Spontaneous
•Abdicative
•Avoidant
•Neglecting
•Unassertive
•Permissive
•Tolerant
•Passive
•Delegating
•Aggressive
•Competitive
•Dominant
•Forceful
•Logical
•Cautious
•Conventional
•Careful
•Collaborative
•Facilitative
•Mediating
•Process-oriented
•Stable
•Understanding
•Responsive
•Considerate
Reference: Hunt, J. (2010) ‘Leadership Style Orientations of Senior
Executives in Australia’, Journal of the American Academy
of Business, Cambridge, Vol. 16, No. 1: 207-217.

16. Profiling Leaders: The Leadership Orientation Paradigm
INSPIRATIONAL
(Visionary)
LAISSEZ-FAIRE
AUTOCRATIC
(Authoritarian)
DEMOCRATIC
(Participative)
High Achievement
Orientation
Low Achievement
Orientation
High
Uncertainty
Avoidance
Low
Uncertainty
Avoidance
•Jack Welch
•Lee Iacocca
• Richard Branson
• Brenda Barnes
• ??
• ??
• ??
• ??
• Rupert Murdoch
• Bill Gates
• ??
• ??
• Ricardo Semler
• Indra Nooyi
• ??
• ??

17. Managers and Entrepreneurs:
Who Makes a Better Leader?
The Managerial Profile:
1. Managers normally operate within relatively clearly defined structures.
2. Managers are role-fillers (corporate determinism).
3. Managers are characteristically cautious and prone to risk-aversion.
4. They tend to operate most effectively when given time to plan.
5. They are rewarded for satisfactory performance
Punitive constraints inhibit under/over performance.
Effective Managers:
1. Have good supervisory skills.
2. Are able to coordinate a wide range of activities.
3. Are able to delegate without relinquishing control.
4. Are able to utilise interpersonal skills effectively.

18. Managers and Entrepreneurs:
Who Makes a Better Leader?
The Entrepreneurial Profile:
1. Entrepreneurs tend to operate in an unstructured environment.
2. They assume the role of their own choice and of their own design.
3. They are moderate risk takers and typically high achievers..
4. They tend to reap rewards most often only for high-level performance.
Entrepreneurial Shortcomings:
1. They often have a strong reluctance to relinquish control.
2. They can be quite poor at planning.
3. They frequently find it extremely difficult to delegate.
4. They are typically poor administrators.
5. Their cognitive style of inner-dependence leads entrepreneurs to tend not to delegate
Naomi Simson, founder and Director
of RedBalloon, a leading Australian-
based online gift retailer

19. Four Systems of Action in Modern Organisations
• The terms ‘leadership’ and ‘management’ are often used interchangeably with other
related but nevertheless distinct terms.
• It is useful to explore these differences in order to understand the subtle and
obvious distinctions implied in each.
The four terms may be viewed along a continuum which shows the degree of structure
inherent in the decision-making process adopted by each of these.
ENTREPRENEURSHIP
Risk-taking
Search for
opportunities
Disregard for formal
systems or rules
Poor delegation skills
LEADERSHIP
Vision
Good communication
skills
Good motivators
Encourage team
participation
Gain cooperation
MANAGEMENT
Technical skills
Interpersonal Skills
Conceptual skills
Good delegators
The progress and
genesis of change
ADMINISTRATION
Rule-driven
Bound by regulations
Adherence to status-
quo
Emphasis on
perfecting procedures.

20. Decision Making in Organisations Today
The four terms may be viewed along a continuum which shows the degree of structure inherent in each of these.
ENTREPRENEURSHIP
Risk-taking
Search for
opportunities
Disregard for formal
systems or rules
Poor delegation skills
LEADERSHIP
Vision
Good communication
skills
Good motivators
Encourage team
participation
Gain cooperation
MANAGEMENT
Technical skills
Interpersonal Skills
Conceptual skills
Good delegators
The progress and
genesis of change
ADMINISTRATION
Rule-driven
Bound by regulations
Adherence to status-
quo
Emphasis on
perfecting procedures.
LOW STRUCTURE HIGH STRUCTURE
Reference: Hunt, J. (2006) ‘Key Components in the Development of Senior Executives in Australia’,
The Business Review, Cambridge, Vol. 5, No. 1: 121-131.

21. Leadership as an Important Component of Modern Management Practice
Today’s managers often find they need a combination of each of these 4 aptitudes.
ENTREPRENEURSHIP
Risk-taking
Search for
opportunities
Disregard for formal
systems or rules
Poor delegation skills
LEADERSHIP
Vision
Good communication
skills
Good motivators
Encourage team
participation
Gain cooperation
MANAGEMENT
Technical skills
Interpersonal Skills
Conceptual skills
Good delegators
The progress and
genesis of change
ADMINISTRATION
Rule-driven
Bound by regulations
Adherence to status-
quo
Emphasis on
perfecting procedures.
MODERN MANAGEMENT PRACTICE
Vision Interpersonal skills Understanding systems
Creativity Ability to delegate Regulatory awareness

22. The POLC Model
PLANNING & DECISION MAKING
Setting the organisation’s goals
and deciding how best to achieve
them.
ORGANISING
Determining how best to group
activities and resources.
LEADING
Motivating members of the organisation
to work in the best interests of the
organisation.
CONTROLLING
Monitoring and correcting ongoing
activities to facilitate goal attainment.

23. Managerial Roles & Decision Making
Henry Mintzberg’s Research: 1975.
• Managers perform a great quantity of work at an unrelenting
pace.
• Managers work is typically varied, fragmented and brief.
• Managers prefer to deal with current, specific, ad-hoc and non-
routine issues.
• Management life often appears spontaneous and chaotic
rather than organised.
• The most effective managers place themselves at the centre of
a vast network of contacts.
• Managers prefer verbal media because it is often more current.
• Aggregated, systematically gathered information and analysed
data is not weighed heavily by many managers..

24. Managerial Roles
Research by Henry Mintzberg
INTERPERSONAL ROLES
1. Figurehead
2. Leader
3. Liaison
INFORMATIONAL ROLES
1. Monitor
2. Disseminator
3. Spokesperson
DECISIONAL ROLES
1. Entrepreneur
2. Disturbance Handler
3. Resource Allocator
4. Negotiator
Mintzberg, H. (1975) ‘The manager’s job: Folklore and fact, Harvard Business Review, July-August,
Vol. 53, no.6, pp. 49-61.

25. Managerial Skills
And Leadership Implications
Research By Robert Katz
Technical Skills
Interpersonal (Human ) Skills
Conceptual Skills
Junior Managers Middle Managers Senior Managers
Katz, R.L. (1974) ‘The skills of an effective administrator’, Harvard Business Review,
September-October, pp. 90-102.

26. Recommended Readings:
• Hunt, J. (2010) ‘Leadership Style Orientations of Senior Executives in Australia’, Journal
of the American Academy of Business, Cambridge, Vol. 16, No. 1: 207-217.
• Hunt, J. (2006) ‘Key Components in the Development of Senior Executives in Australia’,
The Business Review, Cambridge, Vol. 5, No. 1: 121-131.
Further Readings:
Katz. R. L. (1974), “The Skills of an Effective Administrator”, Harvard Business Review, September-October, pp. 90-102.
Mintzberg, H. (1975) “The Manager’s Job: Folklore and Fact”, Harvard Business Review, Vol. 53, No.6, July-August: 49-61.
Tannenbaum, R. & Schmidt, W.H. (1958), “How to Chose a Leadership Pattern”, Harvard Business Review, Vol. 36, No.2,
March-April: 95-101.
Zaleznik, A. (1977), Managers and Leaders: Are they Different? Harvard Business Review, May-June.
Thank you for Viewing this Slideshow
James.Hunt@newcastle.edu.au
Lecturer in Management, University of Newcastle, Australia