The document discusses various leadership theories and approaches. It defines leadership as influencing others to work enthusiastically toward achieving objectives. It discusses early trait theories and subsequent behavioral theories that focused on identifying effective leadership behaviors. Several situational leadership models are described, including Fiedler's contingency model, Hersey and Blanchard's situational leadership model, and the path-goal model of leadership. The path-goal model identifies four leadership styles and discusses how leaders should adapt their style based on employee readiness and situational factors.

2. “Leadership
is the
process of
influencing
CHAPTER OBJECTIVES and
supporting
others to
work
TO UNDERSTAND: enthusiastica
lly toward
achieving
•The Nature of Leadership and Followership objectives.”
•The Difference between Traits and Behaviors - John C.
•Different Leadership Styles Maxwell
•Early Approaches T Leadership
•Substitutes for Leadership
•Self-Leadership and Superleadership
•Coaching as a Leadership Role

3. “A great
leader's
courage to
fulfill his
vision comes
from
passion, not
position.”
- John C
Maxwell

4. “If your
actions
inspire
others to
Leadership is the process of dream more,
influencing and supporting learn more,
do more and
others to work enthusiastically become
toward achieving objectives. more, you
are a leader.”
The three important elements - John
Quincy
in the definition are influence/ Adams
support, voluntary effort and
goal achievement
Leadership then is the catalyst
that transforms potential into
reality

5. “Management
ManageMent and is doing
things right;
leadership is
Leadership doing the
right things.”
Leadership is an important of management, but it is not
the whole story The primary role of a leader s to - Peter F.
influence others to voluntarily seek defined objectives Drucker
Managers also plan activities organize appropriate
structures and control resources
Managers Leaders
Managers holds formal positions Anyone can use his or her informal
influence while acting as a leader
Managers achieve results by directing the Leaders create a vision and inspire others
activities of others to achieve this vision and to strech
themselves beyond their normal
capabilities.

6. traits of effective Leaders
Cognitive And Physical Personality
Psychological Characteristics Characteristics
Factors
Intelligence Height Extroverts Or
Introverts
Ambition Body size And Thinker Or
Shape Feelers
Agressiveness Personal Sensers Or
Attractiveness Intuitors
Judges Or
Perceivers

7. “Leadership
consists not
in degrees of
technique
but in traits
of character;
it requires
• Cognitive (Analytical) moral rather
Ability than athletic
• High Level of Personal or
Drive intellectual
effort, and it
• Business Knowledge imposes on
both leader
and follower
• Desire To Lead alike the
• Charisma burdens of
self-
restraint.”
• Pesonal Integrity
• Creativity -Lewis H.
Lapham
• Self Confidence • Flexibility
• Personal Effectivity
(Warmth)

8. Leadership Behavior
“A leader is
one who
knows the
Much research has focused on identifying leadership way, goes
behaviors. In this view, successful leadership depends on the way, and
shows the
appropriate behavior, skills, and actions and less on way.”
personal traits.
- John c.
Maxwell

9. "The person
who exhibits
leadership
Technical Skills is ...
Refers to person’s knowledge of and ability in any type of someone that
makes things
process or technique. happen that
would not
happen
Human Skill otherwise."
Human Skill is the abbility to work effectively with people
-(A.D.
and to build teamwork Edwards and
D. Jones)
Conceptual Skill
Conceptual Skill is the ability to thnk in terms of models
frameworks and broad relationships, such as long-range
plans

10. “Confront
them with
annihilation,
and they will
then survive;
plunge them
situationaL aspects into a deadly
situation,
and they will
then live.
When people
Successful Leadership requires behaviors that unites fall into
danger, they
and stimulates followers toward defined objectives are then able
in specific situations. to strive for
victory.”
- Sun Tzu
Varables that affect oneanother in determining
appropriate leadership behavior.
•Leader
•Follower
•Situation

11. “Innovation
foLLowership distinguishes
between a
leader and a
follower.”
With few exceptions, leaders in an - Steve Jobs
organizations are also followers.
Followership behaviors include
•Not competing with the leader to be in the limelight
•Being loyaly and supportive a team player
•Not being a “yes person” who atomatically agrees
•Acting as a devil’s advocate by raising penetrating
questions
•Constructively confronting the leader’s ideas, values
and actions
•Anticipating potential problems and preventing them

13. positive and negative
Leaders
Positive Leadership – The approach emphasizes rewards –
Economic or otherwise.
Negative Leadership – Emphasis is placed on penalties

14. autocratic, consuLtative,
and participative Leaders
Autocratic leaders
Centralize power and decision making in themselves
Consultative leaders
Approach one or more employees and ask them for inputs prior to
making a decision.
Participative leaders
Clearly decentralize autority. They use inputs from followers and
particpation by them

15. Leader use of consideration
and structure
Considerate – Concerned about the human needs of their
employees.
Structured – Task - oriented leaders, on the other hand
believe that they get results by keeping people constantly
busy, Ignoring personal issues and emotions, and urging them
to produce.

16. BLake and Mouton’s
ManageriaL grid
- Robert R. Blake
- Jane S. Mouton

17. C o n t in g e n c y
A p p ro a c he s to
L e a d e r s h i p S h t yel ea c t o r s
T es f
w ill in d ic a t e
w h ic h s t y le
s h o u ld b e m o r e
e f f e c t iv e .

18. B e c o m in g t h e
R e n a is s a n c e
O ne ke y s A c cm s n i sf a r aotri v i n
ud e is tct e
tho s e P raodfm i n is tir a ni a el
es s o t v
p r o f e s s io n a ls a t t h e t o p r u n g s o f
t h e c a r e e r le a d e r is t h e ir a b ilit y
t o a d d v a lu e b e y o n d t h e ir r o le in
t h e c o m p a n y lik e L e o n a r d o d a
V in c i, t h e s e s k ills t h a t p r o v id e
s o lu t io n s fo r p r o b le m s fro m
s e e m in g ly u n r e la t e d s it u a t io n s .
B y M a r ie H e r m a n
O f f ic e P r o
J u n e /J u l y 2 0 0 7 v o l 6 7 /n o 5

19. F ie d le r ’ s C o n t in g e n c y
Model
An e a r ly , but o fte n
c o n t r o v e r s ia l, c o n t in g e n c y m o d e l
o f le a d e r s h ip . T h is m o d e l b u ild s
upon the p r e v io u s d is t in c t io n
b e tw e e n ta s k a nd e m p lo y e e
o r ie n t a t io n a n d s u g g e s t t h a t t h e
mos t a p p r o p r ia t e le a d e r s h ip
s t y le d e p e n d s o n w he the r the
o v e r a ll s it u a t io n is f a v o r a b le ,
u n f a v o r a b le , or in an
in t e r m e d ia t e s t a g e o f f a v o r a b ilit y
t o t h e le a d e r .

20. F ie d le r le a d e r ’ s w it h
t h r e e a d d it io n a l
L e a d e r M e m b e rv a r il a tbo e s .
Re i ln s
A r e d e t e r m in e d b y t h e m a n n e r in
w h ic h t h e le a d e r is a c c e p t e d b y
the g ro up .

21. F ie d le r le a d e r ’ s w it h
t h r e e a d d it io n a l
T a s k S t r u c t u r e . R e f rei c tb l ehs
va l a s t e
d e g r e e t o w h ic h o n e s p e c if ic w a y
is r e q u ir e d t o d o t h e jo b .

22. F ie d le r le a d e r ’ s w it h
t h r e e a d d it io n a l
L e a d e r P o s i t i oa r iP o w e r .
v n ables
D e s c r ib e s the o r g a n iz a t io n a l
p o w e r t h a t g o e s w it h t h e p o s it io n
t h e le a d e r o c c u p ie s .

23. H e r s e y a n d B la n c h a r d ’ s
S it u a t io n a l L e a d e r s h ip
Ma na g e rs M sos d e sl
a es
d e v e lo p m e n t le v e l b y e x a m in in g
an e m p lo y e e ’ s le v e l of jo b
k n o w le d g e , s k ill, a n d a b ilit y , a s
w e ll as w illin g n e s s to ta k e
r e s p o n s ib ilit y a n d c a p a c it y t o a c t
in d e p e n d e n t ly .

24. P a th G o a l M o d e l
o f L e a d e r s h ip
Le a de r’ s jo b is to us e
s truc ture , s up p o rt, a nd re w a rd s
t o c r e a t e a w o r k e n v ir o n m e n t
t h a t h e lp s e m p lo y e e s r e a c h t h e
o r g a n iz a t io n s g o a ls .

25. Goal
S e t t in g
P r o v id e s m e a s u r e o f h o w w e ll
in d iv id u a ls a nd g roups a re
m e e t in g p e r f o r m a n c e s t a n d a r d s

26. P a th
Im p r o v e m e n t
T w o K in d s o f S u p p o r t :
Ta s k S up p o rt. A s s e m b le the
re s o urc e s , b ud g e ts , p o w e r, a nd
o t h e r e le m e n t s t h a t a r e e s s e n t ia l
t o g e t t h e jo b d o n e .

27. P a th
Im p r o v e m e n t
T w o K in d s o f S u p p o r t :
P s y c h o lo g ic a l S u p p o rt.
L e a d e r s m u s t s t im u la t e p e o p le
t o w a n t t o d o t h e jo b .

28. L e a d e r s h ip
S t y le s
L e a d e r ’ s r o le s a r e t o h e lp
e m p lo y e e s u nd e rs ta nd w ha t
ne e d s to b e d o ne a nd ho w to d o
it .

29. P a th G o a l M o d e l
Id e n t it ie s f o u r
D ir e c t iv e L e A d tee s n ia .t i vT hs
a l rrh p e e
le a d e r f o c u s e s o n c le a r ta s k
a s s ig n m e n t s , s ta nd a rd s of
s u c c e s s fu l p e rfo rm a n c e s , a nd
w o r k s c h e d u le s .

30. P a th G o a l M o d e l
Id e n t it ie s f o u r
S u p p o r t i v e L e al t e r s h i p .i vT hs
A derna t e e
le a d e r d e m o n s t r a t e s c o n c e r n f o r
e m p lo y e e s ’ w e ll b e in g a nd
n e e d s , w h ile t r y in g t o c r e a t e a
p le a s a n t w o r k e n v ir o n m e n t .

31. P a th G o a l M o d e l
Id e n t it ie s
A c h i e v e f oeu r A l t e r n a it i n te s
m nt Or ev ed
L e a d e r s h ip . T h e le a d e r s e t s h ig h
e x p e c t a t io n s fo r e m p lo y e e s ,
c o m m u n ic a t e s c o n f id e n c e in
t h e ir a b ilit y to a c h ie v e
c h a lle n g in g g o a ls , a nd
e n t h u s ia s t ic a lly m o d e ls the
d e s ir e d b e h a v io r .

32. P a th G o a l M o d e l
Id e n t it ie s
P a r t i c i p f o e rL e a t e r s h i p i vT hs
atu A lde r na t. e e
le a d e r in v it e s e m p lo y e e s to
p r o v id e in p u t t o d e c is io n s , a n d
s e r io u s ly s eeks to us e t h e ir
s u g g e s t io n s as f in a l d e c is io n s
a re ma de .

33. C o n t ig e n c y
F a c to rs
Le a de rs mus t id e n t if y
w h e t h e r t h e e m p lo y e e ’ s t a s k is
a lr e a d y s truc ture d or no t,
w he the r the fo rm a l a u t h o r it y
s y s t e m is m o s t c o m p a t ib le w it h a
d ir e c t iv e or p a r t ic ip a t iv e
a pproa c h, a nd w he the r the
e x is t in g w ork g roup a lr e a d y
p r o v id e s fo r s a t is f a c t io n of
e m p lo y e e s o c ia l a nd e s te e m
ne e ds .

34. T h r e e S ig n if ic a n t
V a r ia b le s
L o c u s i n oe arc l . E mp l o o e ee e
C nt oh Em p ly y s ’
a c h ie v e m e n t s a r e t h e p r o d u c t o f
h is o r h e r o w n e f f o r t .

35. T h r e e S ig n if ic a n t
V a r ia b le s
W i l l i n g n e s e a t oh A cm p p o y t he
in s c E ce lt e e
In f lu e n c e of O the rs . D ir e c t iv e
a pproa c h w ill be more
s u c c e s s f u l; if it is lo w , a
p a r t ic ip a t iv e s t y le is more
a p p r o p r ia t e .

36. T h r e e S ig n if ic a n t
V a r ia b le s
S e l f P ei nc e ia e dh T a mkp l o ylet y .
r e vc E s Abi i e
E m p lo y e e s w ho ha ve h ig h
c o n f id e n c e in t h e ir p o t e n t ia l w ill
re a c t mos t f a v o r a b ly to a
s u p p o r t iv e le a d e r .

37. V r o o m ’ s D e c is io n
M a k in g M o d e l
T h e y r e c o g n iz e d t h e p r o b le m
s o lv in g s o lu t io n s d if f e r , s o t h e y
d e v e lo p e d a s t r u c t u r e d a p p r o a c h
fo r ma na g e rs to e x a m in e the
n a t u r e o f t h o s e d if f e r e n c e s a n d
t o r e s p o n d a p p r o p r ia t e ly .

38. P r o b le m
A t t r ib u t e s
Ma na g e rs a s s e s s a c urre nt
d e c is io n s it u a t io n a c c o r d in g t o
it s p r o b le m a t t r ib u t e s e s p e c ia lly
the p e r c e iv e d im p o r t a n c e of
t e c h n ic a l q u a lit y a n d e m p lo y e e
a c c e p ta nc e .

39. L e a d e r s h ip
O p t io n s
A u t o c r a t ic I. Leader
in d iv id u a lly s o lv e s the p r o b le m
u s in g the in f o r m a t io n a lr e a d y
a v a ila b le .

40. L e a d e r s h ip
O p t io n s
A u t o c r a t ic II. L e a d e r o b t a in s
d a t a f r o m s u b o r d in a t e s a n d t h e n
d e c id e s .

41. L e a d e r s h ip
O p t io n s
C o n s u lt a t iv e I. Leader
e x p la in s p r o b le m to in d iv id u a l
s u b o r d in a t e s a n d o b t a in s id e a s
f r o m e a c h b e f o r e d e c id in g .

42. L e a d e r s h ip
O p t io n s
C o n s u lt a t iv e II. L e a d e r m e e t s
w it h g r o u p o f s u b o r d in a t e s to
s ha re the p r o b le m a n d o b t a in
in p u t s , a n d t h e n d e c id e s .

43. L e a d e r s h ip
O p t io n s
G roup II. Le a de rs s ha re s
p r o b le m w it h g r o u p a n d f a c ilit ie s
a d is c u s s io n o f a lt e r n a t iv e s a n d
a r e a c h in g o f g r o u p a g r e e m e n t
o n a s o lu t io n .

44. E m e r g in g
A p p ro a c he s to
L e a d e r s h ip D if f e r e n t
v ie w s o n
r e la t io n s h ip
tho s e
f o c u s in g o n
t r a it s ,
b e h a v io r s
a nd
c o n t in g e n c y
fa c to rs .

45. G u a r d ia n s a t
the G a te
T o d a y ' s m a n a g e r s c o p e w it h
in f o r m a t io n o v e r lo a d t h a n d e a lin g
w it h une xp e c te d v is it o r s or
a n s w e r in g the phone . Le a rn
s o m e t ip s f o r b e t t e r m a n a g in g
t h e in f o r m a t io n f lo w in y o u r a n d
y o u r e x e c ' s o f f ic e .
B y J e nny C . Mc C une
O f f ic e P r o
J a n u a r y /F e b r u a r y 2 0 0 5 v o l 6 5 /n o 1

46. S u b s t it u t e s a n d
E nha nc e rs fo r
A le a d e r m a y L e a d l e c k h hp
a ls o a rs ti e
n e c e s s a r y t r a it s , k n o w le d g e , a n d
s k ills to f u lf ill tho s e r o le s
e f f e c t iv e ly o r m a y n o t b e a b le t o
b e p r e s e n t a ll t im e s .

47. N e u t r a liz e r s
The s e a re a t t r ib u t e s of
s u b o r d in a t e s of s u b o r d in a t e s ,
ta s k s , a nd o r g a n iz a t io n s tha t
a c t u a lly in t e r f e r e w it h o r d im in is h
the le a d e r ’ s a tte mp ts to
in f lu e n c e t h e e m p lo y e e s .

48. S u b s t it u t e s f o r
L e a d e r s h ip
F a c t o r s t h a t m a k e le a d e r s h ip
r o le s unne c e s s a ry thro ug h
r e p la c in g the m w it h o the r
s ourc e s .

49. E nha nc e rs fo r
L e a d e r s h ip
E le m e n t s tha t a m p lif y a
le a d e r ’ s im p a c t on the
e m p lo y e e s .

50. S e lf
Le a de rs
R e q u ir e s e m p lo y e e s t o a p p p
h i ly
the b e h a v io r a l s k ills of s e lf
o b s e r v a t io n , s e lf set g o a ls ,
ma na g e me nt of c ue s , s e lf
r e w a r d , r e h e a r s a l o f a c t iv it ie s
p r io r t o p e r f o r m a n c e , a n d s e lf
c r it ic is m .

51. S u p e r le a d e
r s h ip
C o m m u n ic a t e p o s it iv e s e lf
e x p e c t a t io n s to e m p lo y e e s ,
re w a rd t h e ir prog re s s to w a rd
s e lf le a d e r s h ip a n e s s e n t ia l p a r t
o f t h e u n it ’ s d e s ir e d c u lt u r e .

52. C o a c h in g
L e a d e r p r e p a r e s , g u id e s , a n d
d ir e c t s a “ p la y e r ” b u t d o e s n o t
p la y in g g a m e .

53. Mos t Ma na g e rs
A d m it C o a c h in g
• Im p r o v in g t h e ir in t e r aa t io n
c re :
s t y le
• D e a lin g more e f f e c t iv e ly w it h
c ha ng e
• D e v e lo p in g t h e ir lis t e n in g a nd
s p e a k in g s k ills

54. O the r
Approa c h
V i s i o n a r y L e a d e r s . U s e t he sr
ei
c o m m u n ic a t io n s k ills t o m o t iv a t e
o t h e r s t o a c h ie v e t h e v is io n .

55. It’s Over!!!...