Gurvinder Kaur
Associate Professor
SHSS
01-04-2025
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Discussion points
• Is there something called Destructive Leadership?
• Are managers and Leaders Same?
• Why are people motivated to become leaders?
• Leadership theories
Great Man
Trait
Power
Behavioural
Contingency
New Approaches-LMX ,Transformational, Authentic,
Charismatic
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Challenges in Leadership theory
• Unique situation
• Unique position
• Outcome definitions?
• Dealing with episodic leadership? ..every
employee to display leadership qualities at
some point
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Can
Leadership
be
Destructive?
Tyrannical-achieves goals through manipulation, deceit.
Derailed-anti organizational behaviour.
Supportive-disloyal- keep subordinates happy but
undermine organizational goals.
Abusive supervision-Non physical forms of hostility or
aggression.
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Toxic triangle of Destructive leadership
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Leaders and Leadership
Leader-Individual in a group given the
task of directing task related activities.
Attempted
Leadership-A
agrees to
change B and
is seen doing
that.
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Successful
Leadership-B
changes his/her
behaviour due
to As efforts.
Effective
Leadership-B
becomes a
better
performer
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Blending Leadership and Managerial
Roles
• Planning and organizing
• Guiding, directing, and motivating
subordinates
• Training, coaching, and
developing subordinates
• Communicating effectively and
keeping others informed
• Representing the organization to
customers and the public
• Displaying technical proficiency
• Handling administration and
paperwork
• Maintaining good working
relationships
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Source: Based on Borman & Brush (1993)
• Coordinating subordinates and
other resources to get the job
done
• Making decisions and solving
problems
• Staffing
• Persisting to reach goals
• Handling crises
• Displaying organizational
commitment
• Monitoring and controlling
resources
• Delegating
• Selling/influencing
• Collecting and interpreting data
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Motivation to Lead
Power
Instrumental
Affective
Identity
Mclelland”s
Framework
Activity
inhibition
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Social
Normative
Leader
Affiliation
Chan and
Drasgow(2001)
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Great Man Leadership theory
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Power Approach to Leadership
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Managerial Strategies to use power
• Forming Coalitions
• Controlling decisions by appointing
sympathizers on decision boards.
• Co-opting the opposition.
• Controlling information flow e.g limiting
negative decision information and maximising
positive decision .
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Behavioural Approach
Ohio Studiestheory that focussed on the kind of behaviour
engaged by people in any leadership role.
Consideration
Concern for
group members
+
Initiating Structure
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Designing tasks
and
Relationships
Participation, two way
communication ,emphasis
on Organizational goals
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Behavioural Approach
Michigan Studies
theory that focused on the kind of behavior engaged by people in
any leadership role.
Task Oriented
Relationship
oriented
Similar to INITIATING
STRUCTURE
+
similar TO
CONSIDERATION
+
Participative
Encouraging
participation, two way
communication
GROUP EFFECTIVENESS
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Contingency Theories
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Contingency Theories
Job Maturity
Job related
KSAs of
Subordinate
Psychological
maturity
Leadership
Self confidence
and self-- respect
HERSCHEY and BLANCHARD (1977)
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Autocratic (A1)
This includes using existing information for decision-making without
any input from the team.
Autocratic (A2)
Specific information from the team is acquired for consultation and
for decision-making. The final decision, in this case, is taken by the
leader, which may or may not be shared with the team.
Consultative (C1)
This involves acquiring information from team members individually
before the leader makes a decision.
Consultative (C2)
C2 is a style where the leader gathers a group for discussion but
makes the final decision.
Collaborative (G2)
G2 requires the group to make a collaborative decision, as the leader
supports the team during the process.
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Decision rules regarding participation
1.When the decision is important and subordinates possess relevant
information lacked by the leader, an autocratic decision is not appropriate
because an important decision would be made without all of the available
information.
2. When the decision quality is important and subordinates do not share the
leader’s concern for task goals, group decision making is inappropriate
because it would give too much influence over an important decision to
uncooperative and even hostile people.
3. When decision quality is important, the decision problem is unstructured,
and the leader does not possess the necessary information and expertise to
make a good decision, then the decision should be made by interaction
among the people who have relevant information.
4. When decision acceptance is important and subordinates are unlikely to
accept an autocratic decision, then an autocratic decision is inappropriate
because it may not be implemented effectively.
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Decision rules regarding participation
5.When decision acceptance is important and subordinates are
likely to disagree among themselves about the best solution to
an important problem, autocratic procedures and individual
consultation are inappropriate because they do not provide the
opportunity to resolve differences through discussion and
negotiation among subordinates and between subordinates and
the leader.
6. When decision quality is not important but acceptance is
critical and unlikely to result from an autocratic decision, the
only appropriate procedure is a group decision because
acceptance is maximized without risking quality.
7. When decision acceptance is important and not likely to result
from an autocratic decision, and subordinates share the leader’s
task objectives, subordinates should be given equal partnership
in the decision process because acceptance is maximized
without risking quality.
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Traditional Theories-Sum up
1.Biographies of leaders demonstrate that every successful leadership career is a
combination of individual attributes and the circumstances in which the leaders
found themselves.
2. By definition, managers and leaders possess power that subordinates do not.
The more power bases a leader has, the greater the potential to influence group
members.
3.The Ohio State University studies identified consideration and initiating
structure as important dimensions of leadership behavior. Researchers at the
University of Michigan identified similar behavioral dimensions and proposed that
participative (considerate) behavior on the part of the leader is a key to group
effectiveness.
4.Some leadership theories include situational variables in the explanation of
leader behavior and effectiveness. Because the success of any given leadership
tactic is contingent upon multiple factors or situations, a number of contingency
theories take into account the role of the situation in the exercise of leadership.
5.The Vroom–Yetton model suggested that although a participative style might
contribute to the satisfaction of group members, under certain circumstances,
it could lead to a poor decision.
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New Approaches-LMX Theory
“Leaders adopt different behaviors with individual subordinates; the particular behavior
pattern of the leader develops over time and depends to a large extent on the quality of
the leader–subordinate relationship.”
• in-group members
People
who have high-quality
relationships with their leader
and high latitude for negotiating
their work roles.
• out-group members
People
who have low-quality
relationships with their leader
and little latitude for negotiating
their work roles.
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Implications of LMX
• Task of the leader is to “drive” the relationship
from the tentative first-stage relationship to a
deeper, more meaningful one.
• High quality relationships were positively
associated with subordinate job performance and
with satisfaction (both overall and with the
leader)
• The leader provides an open and supportive
environment, and the follower provides
commitment and higher levels of performance.
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TRANSFORMATIONAL
LEADERS
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New Approaches-Authentic Leadership
A style of
leadership that
emphasizes the
genuineness and
integrity of the
leader, not being
an artificial
persona.
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New Approaches-Charismatic Leader
Charisma: A personal
attribute of a leader
that
hypnotizes
followers and compels
them to identify with
and attempt to emulate
the leader.
Charismatic
Leader:
Followers
are
emotionally attached to
this
leader,
never
question the leader’s
beliefs or actions, and
see
themselves
as
integral
to
the
accomplishment of the
leader’s goals.
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Hierarchical Model(Full Range Theory )
Transformational
Contingent reward
TRANS
-ACTIONAL
Active management by exception
Passive management by
exception
Laissez faire
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Bass(1997)
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Leadership issues in changing workplace
Challenges
Leadership issues
• Knowledge
oriented • Adaptability,
organizations
innovation, learning
• Teams/Groups/virtual
• Team as an entity;
teams
communication issues
• Telecommuting
• Communication;
proactivity.
• Commitment;participati
• Temporary workers
on;
citizenship
behaviours
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Some Women’s Thoughts on Leadership
“Whatever women must do they must do
twice as well as men to be thought half as
good. Luckily, this is not difficult.”—
Charlotte Whitton (1896–1975), first
woman in Canada to be mayor of a major
city (Ottawa)
“If high heels were so wonderful, men
would still be wearing them.”—Sue
Grafton (b. 1940),
novelist
“In politics, if you want anything said, ask
a man; if you want anything done, ask a
woman.”—Margaret Thatcher (1925–
2013), British prime minister from 1979–
1990
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Are Male and Female leaders different?
“I was happy about the
progress women have made in
getting elected to office until I
found out who they’re
replacing: men.”
Joel Stein(2012)
Why do women hold
a disproportionately
small percentage of
leadership positions?
• Do not desire?
• Lack leadership?
• Non work factors?
Cognitive skills
Communication skills
Personality, Physical skills, Motor Skills,
Likeability, desirability, egalitarianism, participation, inclusion,
Self –promotion
Women tend to favour a more participative style than men
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Personality and Leadership Effectiveness
Popularity(Extraversion and
Agreeableness)
Maturity(Emotional Stability and
conscientiouness)
Creativity(Openness)
Situational(Market, competition, non
availability of good subordinates)
Personal(Blow up, show off, conforn
under pressure,inability to profit from
experience)
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