Leadership and
Leadership Style
Leadership Style

Theory X Theory Y
 Your Leadership Style
Theory X and Theory Y

Theory X

Theory Y
– Avoid work
– Natural
– Control
– Self-direction
– Avoid responsibility
– Seek responsibility
– Security
– Good decisions
When I say leader, whom
do you think of?
Leadership Theories

Leadership vs. Management
 Great Man
 Traits
 Behaviors
 Contingency/Situational
 Transformational
Trait Theories
Six Traits That Differentiate Leaders
from Nonleaders
Self Confidence
Honesty & Integrity
Desire to Lead
Drive
Knowledge of Business
Cognitive Ability
Behavioral Theories
The Ohio State Studies
Initiating
Structure
Consideration
University of Michigan Studies
Production
Oriented
Employee
Oriented
Blake-Mouton Managerial Grid
Impoverished
Task
Country
Club
Middle
of the Road
Team
Blake and Mouton’s
Managerial Grid
9
(1,9) Country Club
(9,9) Team
8
Concern
for People
7
6
(5,5)
5
Middle of the Road
4
3
2
(9,1) Task Master
1 (1,1) Impoverished
1
2
3
4
5
6
7
Concern for Production
8
9
The Fiedler Model
Performance
Good
Task-oriented
Task-oriented
Poor
Relationship-oriente
Favorable
Moderate
Leader/Member Good
Relations
Good
Good
Good
Poor
Poor
Unfavorable
Poor
Poor
Task Structure
High
Low
Low
High
High
Low
High
Position Power Strong Weak
Strong Weak
Strong Weak
Low
Strong Weak
The Situational Model
High
R
E
L
A
T
I
O
N
S
H
I
P
Low
relationship
and
low task
Selling
High task
and
low
relationship
Participating
Delegating
High
relationship
and
low task
Low
High task
and
high
relationship
High
Task
High
M4
Moderate
M3
Telling
M2
Maturity of Followers
Low
M1
Substitutes and Neutralizers

Substitutes –
– Explicit plans, goals, areas of responsibility are
strong substitutes.
– Intrinsic task satisfaction, routine tasks, task
provided feedback are weak substitutes.

Neutralizers?
Leader-Member Exchange

In-group
– Membership
– Outcomes

Out-group
– Membership
– Outcomes
Five Practices of Effective
Leaders
from The Leadership Challenge, by Kouzes and Posner

1) Challenge the Process. Leaders seek ways
to change the status quo. Suggesting something
different is what makes you a leader. People
don't need a leader if they already know exactly
where they're going. This means you need to
be an innovator, an experimenter, a risk
taker. Treat failures as learning experiences.

2) Inspire a Shared Vision. Leaders need
to have a view of what the future holds and
be able to communicate that vision to
others. You have to communicate hopes
and dreams in such a way that others
understand and accept them as their own.

3) Enable Others to Act. Good leaders
empower their followers. They give others
the tools, resources, and power needed to
act and help carry out the vision. Strong
Theory X leaders have difficulty here. It
takes a lot of trust to truly give
subordinates the freedom and power to
act.

4) Model the Way. Leaders show others
by example by how they live. Thus they live
by the values they communicate. In other
words, actions speak louder than
words; walk the talk!

5) Encourage the Heart. Encouraging the
heart means motivating followers to realize
the vision. Leaders motivate by using a
number of different kinds of rewards, not
simply money or pats on the back. Effective
leaders are creative in how they reward and
encourage employees to perform.