Leadership and Leadership Styles Defining a Leader…Think of a leader that you worked for or observed… What does this person do and what qualities does this person have that make you admire him or her as a leader? * This is basically a brainstorming question to allow the group to think about what makes good leaders. This allows the group to start thinking about leadership styles. Leadership - what is it? “influencing people so that they will strive willingly towards the achievement of group goals” 1 1 Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of Managerial Functions”. McGraw-Hill, New York, 1976. TransactionalMotivate followers by appealing to their own self-interest Motivate by the exchange process. EX: business owners exchange status and wages for the work effort of the employee. Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards. Encourage leader to adapt their style and behavior to meet expectations of followers * Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior. 1. Contingent Reward – To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met. 2.  Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards. 3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards. 4.   Laissez-Faire Leadership – The leader is indifferent and has a “hands-off” approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance. Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, “if the only tool in your workbox is a hammer…you will perceive every problem as a nail”. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the “bottom line” and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the worker’s need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment perm ...

1. Leadership and Leadership Styles
Defining a Leader…Think of a leader that you worked for or
observed…
What does this person do and what qualities does this
person have that make you admire him or her as a leader?
*
This is basically a brainstorming question to allow the group to
think about what makes good leaders. This allows the group to
start thinking about leadership styles.
Leadership - what is it?
“influencing people so that they will strive willingly towards
the achievement of group goals” 1
1 Koontz, H. and C. O’Donnell. “Management: A System of

2. Contingency Analysis of Managerial Functions”. McGraw-Hill,
New York, 1976.
TransactionalMotivate followers by appealing to their own self-
interest
Motivate by the exchange process. EX: business owners
exchange status and wages for the work effort of the employee.
Focuses on the accomplishment of tasks & good worker
relationships in exchange for desirable rewards.
Encourage leader to adapt their style and behavior to meet
expectations of followers
*
Some researchers added to Burns original theory and it is
thought by many today that transactional leadership can
encompass four types of behavior.
1. Contingent Reward – To influence behavior, the leader
clarifies the work needed to be accomplished. The leader uses
rewards or incentives to achieve results when expectations are
met.
2. Passive Management by Exception - To influence behavior,
the leader uses correction or punishment as a response to
unacceptable performance or deviation from the accepted
standards.
3. Active Management by Exception - To influence behavior,
the leader actively monitors the work performed and uses
corrective methods to ensure the work is completed to meet
accepted standards.
4. Laissez-Faire Leadership – The leader is indifferent and has
a “hands-off” approach toward the workers and their

3. performance. This leader ignores the needs of others, does not
respond to problems or does not monitor performance.
Transactional leadership behavior is used to one degree or
another by most leaders. However, as the old saying goes, “if
the only tool in your workbox is a hammer…you will perceive
every problem as a nail”. A leader should not exclusively or
primarily practice transactional leadership behavior to influence
others! Here are a few common problems of those who do so.
Some use transactional leadership behavior as a tool to
manipulate others for selfish personal gain. It can place too
much emphasis on the “bottom line” and by its very nature is
short-term oriented with the goal of simply maximizing
efficiency and profits. The leader can pressure others to engage
in unethical or amoral practices by offering strong rewards or
punishments. Transactional leadership seeks to influence others
by exchanging work for wages, but it does not build on the
worker’s need for meaningful work or tap into their creativity.
If utilized as the primary behavior by a leader it can lead to an
environment permeated by position, power, perks and politics.
The most effective and beneficial leadership behavior to
achieve long-term success and improved performance is
transformational leadership.
When to use TransactionalLeader wants to be in controlWhen
there are approaching deadlines that must be metRelationship is
short term
*
“If I do this for you…what can you do for me?”
Music to your ears? Probably not!, but it is something you
might hear from a Transactional Leader!

4. So, when would we want to hear those words?
Most of the consideration of when the style would be used is
based on the leader themselves. Since the transactional leader
views the leader-follower relationship as a process of exchange,
they would choose to use it in situations where relationships are
of little importance and are short-lived.
You might be noticing a trend among some of the leadership
styles by now. The Transactional leadership style closely
parallels some of the ideas, pertaining to relationships, as the
autocratic, bureaucratic, and coercive styles.
Let’s look now at the other style, often studied in conjunction
with Transactional Leaders…Transformational…
TransformationalCharismatic and visionary
Inspire followers to transcend their self-interest for the
organization
Appeal to followers' ideals and values
Inspire followers to think about problems in new or
different ways
Common strategies used to influence followers include vision
and framing
Research indicates that transformational leadership is more
strongly correlated with lower turnover rates, higher
productivity, and higher employee satisfaction.
*
Transformational leadership is about hearts and minds, about
empowering people not controlling them.
4 theories of Transformational Leadership

5. included: Management by Command — Unsophisticated
management in which subordinates are told what to do and have
little say in what and when.
Management by Objectives — Process management in which
subordinates are given goals and decide how to achieve them.
Management by Communication — Sophisticated organizations
in which skilled subordinates deduce their own goals by
learning about the needs of the organization.
4. Management by Vision — In which management is about
inspiring people to achieve what only they know they can
achieve by concentrating on what is possible.
Transformational leaders are more visionary and inspirational in
approach. They tend to communicate a clear and acceptable
vision and goals, with which employees can identify and tend to
engender intense emotion in their followers. Rather than
exchanging rewards for performance, transformational leaders
attempt to build ownership on the part of group members, by
involving the group in the decision process. When
transformational leaders are successful, they are able to move
followers from external to internal control.
Transformational cont.Instils feelings of confidence, admiration
and commitment Stimulates followers intellectually, arousing
them to develop new ways to think about problems. Uses
contingent rewards to positively reinforce desirable
performancesFlexible and innovative.
*
While it is important to have leaders with the appropriate
orientation defining tasks and managing interrelationships, it is
even more important to have leaders who can bring

6. organizations into futures they have not yet imagined.
Transformational leadership is the essence of creating and
sustaining competitive advantage.
When leaders want members to be an active part of the
organization and have ownership to it
When leaders are building a sense of purpose
When the organization has a long term plan
When people need to be motivated
When to use Transformational
*
Today, the phrase, “the only constant is change,” seems truer
and truer. Change is inevitable, therefore, we should seek
leadership and use leadership styles that embrace change.
Changing organizations to be motivational when members are
resistant, to be purposeful when members are not directed, and
to be visionary for long term goals. Transformational
leadership can be one of the best resources for organizational
change.
Because it lends itself to successful change, the latest paradigm
shift has directed scholars toward focusing on transformational
leadership more than they ever have.
Analysis of leadership effectiveness
Define and measure some criteria of organizational
effectiveness
Assess leadership style of organization’s leaders
Attempt to correlate organizational performance with leadership
styles

7. How important is a leader?In most cases, people will perform at
about 60% of their potential with no leadership at allThus, an
additional 40% can be realized if effective leadership is
available
40%
60%
capability
utilization
Contribution due to leadership
ability of manager
Default contribution due to
need for a job, peer pressure, etc.
The 2 dimensions of management
Economic or productivity-based
“concern for production”
Employee condition and morale
“concern for people”
The 2 dimensions of management
These can also be thought of as:
Initiating structure (get it done)
Consideration (human condition)

8. Initiating structure
Consideration
X
X
X
X
Styles of leadership
X
Styles of leadership
concern for
people
Laissez-faire
Leader
(L)
Benevolent
Leader
(Y)
Autocratic
Leader
(X)
Team
Leader
(Z)
9
9
1
Theory “L”: Laissez-faire leader

9. Uninvolved - “leave them alone”Sees main role as passer of
informationLets others make decisionsBasically abdicates
responsibility for team or unit
Other Referenced Theories
Theory X and Theory Y
Theory X and Theory Y each represent different ways in which
leaders view employees.
Theory X is the traditional view of direction and control by
managers.
Theory Y is the view that individual and organizational goals
can be integrated.
*
Douglas McGregor described Theory X and Theory Y in his
book, The Human Side of Enterprise.
Theory X managers believe that employees are motivated
mainly by money, are lazy, uncooperative, and have poor work
habits. Theory Y managers believe that subordinates work hard,
are cooperative, and have positive attitudes.
Theory “X”: Autocratic leader
Lacks flexibilityControlling and demanding“carrot and stick”
approachFocused solely on productivity
Management/
Leader
Staff/
Followers

10. Alan Chapmen
Tight control, lots of rules, no freedom
*
Theory X is the traditional view of direction and control by
managers.
1. The average human being has an inherent dislike of work and
will avoid if he or she can.
2. Because of this human characteristic of dislike of work, most
people must be controlled, directed, and threatened with
punishment to get them to put forth adequate effort toward the
achievement of organizational objectives.
3. The average human being prefers to be directed, wishes to
avoid responsibility, has relatively little ambition, wants
security above all.
Theory X leads naturally to an emphasis on the tactics of
control - to procedures and techniques for telling people what to
do, for determining whether they are doing it, and for
administering rewards and punishment. Theory X explains the
consequences of a particular managerial strategy. Because its
assumptions are so unnecessarily limiting, it prevents managers
from seeing the possibilities inherent in other managerial
strategies. As long as the assumptions of Theory X influence
managerial strategy, organizations will fail to discover, let
alone utilize, the potentialities of the average human being.
Theory “Y”: Benevolent leader
Very people oriented; encouragingOrganizes around peopleCan
be paternalistic“country club” atmosphere: non-competitive

11. Alan Chapmen
Management/
Leader
Staff/
Followers
Lots of freedom, creativity & responsibility
*
Theory Y is the view that individual and organizational goals
can be integrated.
1. The expenditures of physical and mental effort in work are as
natural as play or rest.
2. External control and the threat of punishment are not the only
means for bringing out effort toward organizational objectives.
3. Commitment to objectives is a function of the rewards
associated with their achievement.
4. The average human being learns, under proper conditions, not
only to accept but also to seek responsibility.
5. The capacity to exercise a relatively high degree of
imagination, ingenuity, and creativity in the solution of
organizational problems in widely, not narrowly, distributed in
the population.
6. Under the condition of modern industrial life, the intellectual
potentialities of the average human being are only partially
utilized.
Theory Y's purpose is to encourage integration, to create a
situation in which an employee can achieve his or her own goals
best by directing his or her efforts toward the objectives of the

12. organization. It is a deliberate attempt to link improvement in
managerial competence with the satisfaction of higher-level ego
and self-actualization needs. Theory Y leads to a preoccupation
with the nature of relationships, with the creation of an
environment which will encourage commitment to
organizational objectives and which will provide opportunities
for the maximum exercise of initiative, ingenuity, and self-
direction in achieving them.
Theory “Z”: Team leader
Balances production and people issuesBuilds a working team of
employeesTeam approach: involves subordinatesOrganization is
a vehicle for carrying out plans
Results of leadership styles
Theory L: “missing management”
Very low productivity
Theory X: “my way or the highway”
Job stress; low satisfaction; unions form
Theory Y: “country club”
Low achievement; good people leave
Theory Z: “good manager”
High productivity, cooperation, low turnover, employee
commitment
*
Hersey-Blanchard Situational Leadership
To determine the appropriate leadership style to use in a given

13. situation, the leader must first determine the maturity level of
the followers in relation to the specific task that the leader is
attempting to accomplish through the effort of the followers. As
the level of followers' maturity increases, the leader should
begin to reduce his or her task behavior and increase
relationship behavior until the followers reach a moderate level
of maturity. As the followers begin to move into an above
average level of maturity, the leader should decrease not only
task behavior but also relationship behavior.
Once the maturity level is identified, the appropriate leadership
style can be determined. The four leadership styles are telling,
selling, participating, and delegating. High task/low
relationship behavior (S1) is referred to as "telling." The leader
provides clear instructions and specific direction. Telling style
is best matched with a low follower readiness level. High
task/high relationship behavior (S2) is referred to as "selling."
The leader encourages two-way communication and helps build
confidence and motivation on the part of the employee, although
the leader still has responsibility and controls decision making.
Selling style is best matched with a moderate follower readiness
level. High relationship/low task behavior (S3) is referred to as
"participating." With this style, the leader and followers share
decision making and no longer need or expect the relationship
to be directive. Participating style is best matched with a
moderate follower readiness level. Low relationship/low task
behavior (S4) is labelled "delegating." This style is appropriate
for leaders whose followers are ready to accomplish a particular
task and are both competent and motivated to take full
responsibility. Delegating style is best matched with a high
follower readiness level.
Origins of leadership
BOTH. Evidence that both inherent personality and environment
are factors

14. Are leaders born or made?
What kind of leader would you be?
ASCI 202
Introduction to Aeronautical Science
A case study and case analysis are two frequently used tools,
especially in business and management
courses. While they are related, there are distinct differences
between the two.
In a case study, you usually study an individual, program, or
event in depth. For example, you may study
a pilot, a specific accident, or a new initiative at an FBO. The
purpose of doing so would be to learn about
what this individual or program did or what occurred during a
specific event. There are several uses of a
case study. First, a case study is a great way to learn more
information about a situation, person, or
program that was either previously unknown to you or was
previously unclear. Secondly, a case study is

15. a great way to research and learn about change, growth, and
development in a specific case over time.
However, it is important to note that you cannot always
generalize the events from a specific case. Just
because something occurred a certain way in one case does not
mean it will necessarily occur in the
same way in a different situation or even if the same situation
occurred again.
When completing a case analysis, you essentially take your
study a step further. After carefully
reviewing a case, “the essence of the student’s role in case
analysis is to analyze and size up the
situation described in the case and then to recommend
appropriate action steps.” There are three very
important elements of this quote. In a case analysis you first
analyze, then, you size up, and finally you
recommend.
Ultimately, the difference between a case study and a case
analysis can be looked at in this way. In a
case study you review what others did in a case. In a case
analysis you review a case and decide what

16. was done well, what could have been improved upon, and what
you would do differently in the case.
References:
Leedy, P.D. & Ormrod, P.D. (2005). Practical research:
Planning and design. Upper Saddle River,
NJ: Pearson Prentice Hall.
McGraw-Hill. A guide to case analysis. Retrieved August 7,
2012 from http://highered.mcgraw-
hill.com/sites/dl/free/0072969431/362614/guide_to_case_analys
is.pdf
http://highered.mcgraw-
hill.com/sites/dl/free/0072969431/362614/guide_to_case_analys
is.pdf
http://highered.mcgraw-
hill.com/sites/dl/free/0072969431/362614/guide_to_case_analys
is.pdf
http://highered.mcgraw-
hill.com/sites/dl/free/0072969431/362614/guide_to_case_analys
is.pdf
ASCI 202

17. Introduction to Aeronautical Science
Case Analysis – Aircraft Performance
Format
- Two to three pages text (maximum, include a reference page;
and a title page)
- Double-spaced lines
- Times New Roman 12 pitch
Process
I. Review materials from outside sources regarding the case
II. Diagnose the case (identify the issue/problem, define the
significance of the issue/problem)
III. “Size-up” the case (determine the influence of the
issue/problem, decide what was done well, and identify
what could be improved)
IV. Provide recommendations (identify courses of action; what
would you do differently?)
Develop a case analysis on this topic: Evaluate the challenges
and opportunities in the aircraft manufacturing
industry following World War II as commercial and military
aircraft evolved from piston-engine to high-
performance, jet aircraft. In your analysis, consider factors that
influenced the aircraft manufacturing industry with

18. respect to designs, performance, materials, development, and
production of new, high-performance jet aircraft. As
always, draw upon module knowledge to help you conduct your
analysis.
Refer to the assignment information and rubric in the
appropriate module activity and ensure your case analysis
conforms to the assignment requirements. Use the rubric as a
guide when completing this assignment.
In order to receive full credit, assignments must be submitted by
the due date. You may lose points for late
submissions. No submissions accepted after the last day of the
module/week. Collectively, case analyses are
worth 30% of your course grade.
Upon submission, your work will automatically be evaluated
through the plagiarism detection tool. Ensure your
work is entirely your own. Cite your sources!
The CEO that I want to talk about is: Ted Turner
To learn more about how to do the CEO Profile,
watch the following video:

19. https://voicethread.com/myvoice/#thread/3002494/15876589/18
325219
Leadership PPT are attached also.