Leadership
A Leadership Story:
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A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote island to
get to the coast where an estuary provides a perfect site for a
port.
The leaders organise the labour into efficient units and monitor
the distribution and use of capital assets – progress is excellent.
The leaders continue to monitor and evaluate progress, making
adjustments along the way to ensure the progress is maintained
and efficiency increased wherever possible.
Then, one day amidst all the hustle and bustle and activity, one
person climbs up a nearby tree. The person surveys the scene
from the top of the tree.
A Leadership Story:
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And shouts down to the assembled
group below…
“Wrong Way!”
(Story adapted from Stephen Covey (2004) “The Seven Habits of Highly
Effective People” Simon & Schuster).
“Management is doing things right, leadership is
doing the right things”
(Warren Bennis and Peter Drucker)
Leadership

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The ability to influence a group toward
the achievement of goals
“Management is doing things right,
leadership is doing the right things”
(Warren Bennis and Peter Drucker)
What is Leadership
Leadership – the process through which leaders exert
such influence on other group members.
Leader – a person who can influence others to be
more effective in working to achieve their mutual
goals and maintain effective working relationships
among members.
Leadership skills – sum total of your ability to help
the group achieve its goals and maintain an effective
working relationship among members.
Traits of the Excellent Leader
Excellent leaders have:
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A vision and purpose.
Clear goals.
Strong commitment.
Flexibility.
An understanding of change.
Active listening skills.
Confidence to take risks.
Traits of the Excellent Leader
Excellent leaders are:
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Knowledgeable about the total organization.
Able to learn from mistakes.
Excellent communicators/listeners.
Able to speak clearly and effectively.
Resourceful.
Realistic.
Leadership Trait Theory
Assumes that there are distinctive physical and
psychological characteristics accounting for leadership
effectiveness.
Ghiselli’s six significant leadership traits
 Supervisory ability (Getting the job done through
others).
 Need for occupational achievement (Seeking
responsibility).
 Intelligence (Good judgment, reasoning, thinking
capacity).
 Decisiveness (Solve problems and make decision).
 Self-assurance (Copes with problems, selfconfidence).
 Initiative (Self-starting).
Behavioral Leadership
Theories
Assume that there are distinctive
styles that effective leaders use
consistently, or, that good
leadership is rooted in behavior.

Basic leadership styles
Autocratic (Theory X)
 Democratic (Theory Y)
 Laissez-faire (free-rein)

Leadership
BehavioralTheory:
Lewin Studies
Autocratic Style - the leader uses strong,
directive, controlling actions to enforce the
rules, regulations, activities, & relationships;
followers have little discretionary influence
Democratic Style - the leader takes
collaborative, reciprocal, interactive
actions with followers; followers have high
degree of discretionary influence
Laissez-Faire Style - the leader fails to
accept the responsibilities of the position;
creates chaos in the work environment
Ohio State/U. of Michigan
Model
Consideration
(employee centered)
High
High consideration
(employee centered)
High structure
(job centered)
and
and
Low structure
(job centered)
High consideration
(employee centered)
32
41
Low consideration
(employee centered)
High structure
(job centered)
and
and
Low structure
(job centered)
Low consideration
(employee centered)
Low
Low
Initiating structure
(job centered)
High
The Leadership Grid
The Managerial Grid: Blake and Mouton’s
model identifying the ideal leadership style as
having a high concern for both production
and people.
 Five major styles (out of 81 possible)
The
 The
 The
 The
 The
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impoverished manager (1,1)
sweatshop manager (9,1)
country club manager (1,9)
organized person manager (5,5)
team manager (9,9)
The Leadership Grid
1,9
Concern for people
High 9
Low 1
9,9
5,5
1,1
9,1
Low 1
9 High
Concern for production
Leadership Grid Definitions
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Leadership Grid – an approach to
understanding a leader’s or manager’s
concern for results (production) and
concern for people
“Organization Man” (5,5) – A middleof-the-road leader
Authority Compliance Manager (9,1)
– a leader who emphasizes efficient
production
Country Club Manager (9,1) – a leader
who creates a happy, comfortable work
environment
Leadership Grid Definitions
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Team Manager (9,9) – a leader who
builds a highly productive team of
committed people
Impoverished Manager (1,1) – A leader
who exerts just enough effort to get by
Paternalistic “father knows best”
Manager
(9+9) – a leader who promises reward and
threatens punishment
Opportunistic “what’s in it for me”
Manager (Opp) – a leader whose style
aims to maximize self-benefit
Leadership
Grid
High
9
8
Concern
for
People
Opportunistic
management
9,9
Team
management
1,9
Country club
management
7
6
Paternalism/
Maternalism
management
5
5,5
9+9
4
Organization man
management
3
2
1
Low
Authorityobedience
management
9,1
Impoverished
management
1,1
1
2
3
4
5
6
7
8
9
High
Concern for production
SOURCE: The Leadership Grid® figure, Paternalism Figure and Opportunism from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams
McCanse. (Formerly the Manageerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, (Grid Figure: p. 29, Paternalism Figure: p.
30, Opportunism Figure: p. 31). Copyright© 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.
Fiedler’s Contingency Theory
Fiedler’s Contingency Theory - classifies the
favorableness of the leader’s situation
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Least Preferred Coworker (LPC) - the person
a leader has least preferred to work with over his
or her career
Task Structure - degree of clarity, or ambiguity,
in the group’s work activities
Position Power - authority associated with the
leader’s formal position in the organization
Leader-Member Relations – quality of
interpersonal relationships among a leader and
group members
Question 1
Are leader-member
relations good or
poor?
Question 2
Is the task
structured or
unstructured?
Structured
Good
Unstructured
Start
Structured
Poor
Unstructured
Question 3
Is position power
strong or weak?
Situation
Contingency Leadership Model
Appropriate
Style
Strong
1
Task
Weak
2
Task
Strong
3
Task
Weak
4
Relationship
Strong
5
Relationship
Weak
6
Relationship
Strong
7
Either
Weak
8
Task
End
Hersey-Blanchard Situational
Leadership Model
Leader’s concern with task
Low
High
SOURCE: Adapted from P. Hersey and K. H.
Blanchard, Management of Organizational
Behavior: Utilizing Human Resources, 3rd ed.
(Upper Saddle River, N.J.: Prentice-Hall,
1977),170.
High
Leader’s
concern
with
relationship
Low
Mature
Employees
Willing/Able Unwilling/able Willing/unable Unwilling/unable
4
3
2
1
Immature
Employees
Developments in
Leadership Theory
Transformational Leadership
As a
transactional leader,
I use formal rewards
& punishments.
As a
transformational leader,
I inspire and excite
followers to high levels
of performance.
Transformational Leadership
Transformational leadership: focuses
on the behaviors of successful top-level
managers.
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Three acts:
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Recognizing the need for revitalization.
Creating a new vision.
Instituting a change.
Transformational leadership styles:
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Charismatic Leadership
Transactional Leadership
Charismatic Leadership
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Charismatic Leadership - the use, by a
leader, of personal abilities & talents in order
to have profound & extraordinary effects on
followers
Charisma - means “gift” in Greek
Charismatic leaders use referent power
Potential for high achievement & performance
Potential for destructive & harmful courses of
action
Five Types of Followers
Independent, critical thinking
Alienated
followers
Survivors
Passive
Sheep
SOURCE: Reprinted by permission of
Harvard Business Review. From “In
Praise of Followers,” by R. E. Kelley,
Vol. 66 1988, p. 145. Copyright © 1988
by Harvard Business School Publishing
Corporation.
Effective
followers
Active
Yes
people
Dependent, uncritical thinking
Guidelines for Leadership
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Unique attributes, predispositions, & talents of
each leader should be appreciated
Organizations should select leaders who
challenge but not destroy the organizational
culture
Leader behaviors should demonstrate a concern
for people; it enhances follower well-being
Different leadership situations call for different
leadership talents & behaviors
Good leaders are likely to be good followers
Leadership
“Good leaders don’t ask more than
their constituents can give, but they
often ask–and get–more than their
constituents intended to give
or thought it was possible to
give.”
John W. Gardner,
Excellence, 1984
Emerging Issues in Leadership
Discuss
Emotional Intelligence
Trust
Leading Virtual Teams
Women Leaders
Emergence of Women Leaders
Discuss