Leadership
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Can Anyone Be a Leader?
◦ Some people don’t have what it takes to
be a leader
◦ Some people are more motivated to lead
than others
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Is Leadership Always Necessary?
◦ Some people don’t need leaders
◦ Leaders need to be aware of followers’
needs
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Trait Theories (1920s–30s)
◦ Research that focused on identifying personal
characteristics that differentiated leaders from
nonleaders was unsuccessful
◦ Later research on the leadership process identified
seven traits associated with successful leadership:
 Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and
extraversion
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Drive
Desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job-relevant knowledge
Extraversion
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University of Iowa Studies (Kurt Lewin)
◦ Identified three leadership styles:
 Autocratic style: centralized authority, low
participation
 Democratic style: involvement, high participation,
feedback
 Laissez-faire style: hands-off management
◦ Research findings: mixed results
 No specific style was consistently better for producing
better performance
 Employees were more satisfied under a democratic
leader than an autocratic leader
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Hersey and Blanchard’s Situational Leadership
Theory (SLT)
◦ Successful leadership is achieved by
selecting a leadership style that matches
the level of the followers’ readiness
 Acceptance: do followers accept or reject a
leader?
 Readiness: do followers have the ability and
willingness to accomplish a specific task?
◦ Leaders must give up control as followers
become more competent
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Hersey and Blanchard’s Situational Leadership
Theory (SLT) (cont’d)
◦ Creates four specific leadership styles incorporating
Fiedler’s two leadership dimensions:
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Telling: high task–low relationship leadership
Selling: high task–high relationship leadership
Participating: low task–high relationship leadership
Delegating: low task–low relationship leadership
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Hersey and Blanchard’s Situational Leadership
Theory (SLT) (cont’d)
◦ Identifies four stages of follower readiness:
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R1:
R2:
R3:
R4:
followers
followers
followers
followers
are
are
are
are
unable and unwilling
unable but willing
able but unwilling
able and willing
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High relationship
and low task
High
High task and
high relationship
STYLE OF LEADER
S3 S2
S4
High
Moderate
Low
S1
Low
R4
R3
R2
R1
Able
and
willing
Able
and
unwilling
Unable
and
willing
Unable
and
unwilling
High
Task Behaviour
Low relationship
and low task
High task and
low relationship
Follower Readiness
Source: Reprinted with permission from the Center for Leadership
Studies. Situational Leadership® is a registered trademark of the Center
for Leadership Studies. Escondido, California. All rights reserved.
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Transactional Leadership
◦ Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and
task requirements
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Transformational Leadership
◦ Leaders who inspire followers to go beyond their
own self-interests for the good of the organization
◦ Leaders who have a profound and extraordinary
effect on their followers
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Charismatic Leadership
◦ An enthusiastic, self-confident leader whose
personality and actions influence people to behave
in certain ways
◦ Characteristics of charismatic leaders:
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Have a vision
Are able to articulate the vision
Are willing to take risks to achieve the vision
Are sensitive to the environment and to follower needs
Exhibit behaviours that are out of the ordinary
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Charismatic Leadership (cont’d)
◦ Effects of Charismatic Leadership
 Increased motivation, greater satisfaction
 More profitable companies
 Charismatic leadership may have a downside:
 After recent ethics scandals, some agreement that CEOs
with less vision, and more ethical and corporate
responsibility, might be more desirable
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Visionary Leadership
◦ A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation
◦ Visionary leaders have the ability to:
 Explain the vision to others
 Express the vision not just verbally but through
behaviour
 Extend or apply the vision to different leadership
contexts
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Team Leadership Characteristics
◦ Having patience to share information
◦ Being able to trust others and to give up authority
◦ Understanding when to intervene
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Team Leader’s Job
◦ Managing the team’s external boundary
◦ Facilitating the team process
 Coaching, facilitating, handling disciplinary problems,
reviewing team and individual performance, training, and
communicating
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Liaison with
External
Constituencies
Coach
Conflict
Manager
Team Leader
Roles
Troubleshooter
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Managing Power
◦ Legitimate power
 The power a leader
has as a result of his
or her position
◦ Coercive power
 The power a leader
has to punish or
control
◦ Reward power
 The power to give
positive benefits or
rewards
◦ Expert power
 The influence a leader
can exert as a result
of his or her
expertise, skills, or
knowledge
◦ Referent power
 The power of a leader
that arises because of
a person’s desirable
resources or admired
personal traits
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