Dr. Dimitra Iordanoglou
diordan@otenet.gr
Department of Communication, Media and Culture
Panteion University, Athens Greece
Dr. Dimitra Iordanoglou, Panteion University
The Concept of Leadership
Some men see things as they are and ask why? I dream things
that never were and ask, why not?
J.F. Kennedy
Dr. Dimitra Iordanoglou, Panteion University
Leadership
What is it?
Dr. Dimitra Iordanoglou, Panteion University
The concept of leadership
 Definitions of Leadership
 Leadership and Power
 Leaders Vs. Managers
 Overview of Leadership Theories
 Skill practice
Dr. Dimitra Iordanoglou, Panteion University
Definitions of leadership
 Leadership is organizing a group of people to achieve a
common goal
 Leadership is about influencing, motivating and enabling
others to contribute towards the effectiveness and success
of the organizations of which they are members
House, Javidan, Dorfman (2001)
Dr. Dimitra Iordanoglou, Panteion University
Shared leadership
 Leadership is broadly distributed rather than
assigned to one person, so that people within
the team and organization lead each other
Pearce & Conger (2003)
Dr. Dimitra Iordanoglou, Panteion University
3B: Your Favorite Leader
Describe the best leader you have ever met.
Write down his/her
characteristics and behaviours
Dr. Dimitra Iordanoglou, Panteion University
Leadership and Power
 Legitimate power is granted through the organizational hierarchy
 Reward power is the power to give or withhold rewards
 Coercive power is the capability to force compliance by means of
psychological, emotional or physical threat
 Referent power is the personal power based on charisma and
identification
 Expert power is derived from the possession of information expertise
Dr. Dimitra Iordanoglou, Panteion University
Leadership Vs. Management
 Management comforts – Leadership inspires
 Management is goals – Leadership is vision
 Management is about coping with complexities Leadership is about coping with change (Kotter 1990)
 Managers do things right - Leaders do the right
things
Smart organizations value both and work hard to make
them part of the team
Dr. Dimitra Iordanoglou, Panteion University
Leadership Vs. Management
LEADER
YES
YES
NO
Ideal
Manager
Visionary
Ineffective
ΜANAGER
NO
Dr. Dimitra Iordanoglou, Panteion University
3C: Are Leaders born or made?
Dr. Dimitra Iordanoglou, Panteion University
Basic Theories
 Trait (who the leader is)
 Charismatic leadership
 The big 5 model of personality
 Behavioural approach (what the leader does)
 Managerial Grid (Blake and Mouton 1975)
 Leadership styles (Job centered - Employee centered)
 Situational/Contingency approach (when and how)
 Leadership continuium (Tannebaum & Schmidt 1958)
 Path – Goal theory (House 1996)
 The Least - Preferred Coworker (Fiedler 1967)
 Transformational leadership (Why? Change agents)
 Bass (1985)

Recent leadership approaches
 The Behavioral Complexity Model (Denison et al. 1995)
 Malik Standard Model of Managerial Effectiveness
 Emotional Intelligent Leadership
Dr. Dimitra Iordanoglou, Panteion University
Trait/ Competency approach
Limitations
1. It assumes that all effective leaders have the same personal
characteristics that are important in all situations. Leadership is
too complex to have a universal list of traits that apply to every
condition
2. Alternative combinations of competencies may be equally
successful
3. This perspective views leadership as something within a person,
whereas critics point out that leadership is relational
4. The competency perspective does not imply that leaders are born,
not developed. On the contrary, competencies only indicate
leadership potential, not leadership performance
(McShane & Van Glinow 2009)
Dr. Dimitra Iordanoglou, Panteion University
The Five - Factor model of
personality- “Big Five”
C onscientiousness
A greeableness
N euroticism
O penness to experience
E xtroversion
Dr. Dimitra Iordanoglou, Panteion University
Managerial Grid (Blake & Mutton 1975)
Dr. Dimitra Iordanoglou, Panteion University
Situational/Contingency
perspective
 It is based on the idea that the most
appropriate leadership style depends on the
situation.
Dr. Dimitra Iordanoglou, Panteion University
Dr. Dimitra Iordanoglou, Panteion University
Path–Goal theory (House1996)
Effective leaders strengthen the performance to
outcome expectancy by providing the information,
support and other resources to help employees
complete their tasks.
Dr. Dimitra Iordanoglou, Panteion University
(Fiedler 1967)
Dr. Dimitra Iordanoglou, Panteion University
Limitations of the behavioural
approach
 The two categories are broad generalizations
that mask specific behaviours within each
category which have different effects on
employee well-being and performance.
 This approach assumes that high levels of
both styles are best in all situations whereas
research suggests that the situation
determines the most appropriate leadership
style.
Dr. Dimitra Iordanoglou, Panteion University
Transformational leadership
Transformational leaders are change agents who
energize and direct employees to a new set of
corporate values and behaviours
4 elements of TL:




Creating a Strategic Vision
Communicating the Vision
Modeling the Vision
Building Commitment towards the Vision
Dr. Dimitra Iordanoglou, Panteion University
Transformational leadership model
(Bass 1985)
Dr. Dimitra Iordanoglou, Panteion University
Behavioural Complexity Model
(Denison, Hooljberg & Quinn 1995)
Dr. Dimitra Iordanoglou, Panteion University
The Malik Standard Model of
Managerial Effectiveness
Dr. Dimitra Iordanoglou, Panteion University
Dr. Dimitra Iordanoglou, Panteion University
Test
Find the missing number
2,
5,
Dr. Dimitra Iordanoglou, Panteion University
12,
27,
?
Emotional Intelligence
…because being clever isn’t enough
“We find that most of the characteristics that differentiate the
outstanding performers are these things that we call social
and emotional competencies“
(Richard Boyatzis, 2008)
Dr. Dimitra Iordanoglou, Panteion University
Emotional Intelligence and
leadership
I have found, however, that the most effective leaders
are alike in one crucial way: They all have a high
degree of what has come to be known as emotional
intelligence.
It’s not that IQ and technical skills are irrelevant. They
do matter, but mainly as “threshold capabilities”; that
is, they are the entry-level requirements for executive
positions.
But my research, along with other recent studies,
clearly shows that emotional intelligence is the sine
qua non of leadership. Without it, a person can have
the best training in the world, an incisive, analytical
mind, and an endless supply of smart ideas, but he
still won’t make a great leader.
Dr. Dimitra Iordanoglou, Panteion University
Emotional intelligence model
Dr. Dimitra Iordanoglou, Panteion University
3D: Assess your Emotional Intelligence
 OBJECTIVE: To help participants assess the levels of their trait
emotional intelligence and set goals for improvement
 ESTIMATED TIME: 20-30 min.
 DESCRIPTION: Give participants a copy of the TEIQue-SF and ask
them to complete it.
Dr. Dimitra Iordanoglou, Panteion University
Videos on emotional intelligence
Daniel Goleman Explains Emotional Intelligence
 http://www.youtube.com/watch?v=NeJ3FF1yFyc
 http://www.youtube.com/watch?v=UPocFijPKxA
Dr. Dimitra Iordanoglou, Panteion University
Dr. Dimitra Iordanoglou, Panteion University
Dr. Dimitra Iordanoglou, Panteion University
The 6 universal emotions
Psychological research has classified six facial
expressions which correspond to distinct universal
emotions:
 Disgust
 Sadness
 Happiness
 Fear
 Anger
 Surprise
Dr. Dimitra Iordanoglou, Panteion University
PAC before you act
 Pause
 Acknowledge your thoughts and feelings
 Clear your mind
Human beings are born with a unique gift of Nature:
The CHOICE to select from our available options.
This applies to emotions also.
Dr. Dimitra Iordanoglou, Panteion University
3E: Six Leadership Styles
(Goleman, Boyatzis, McKee 2004)
Dr. Dimitra Iordanoglou, Panteion University
Spots from the film
“The Devil wears Prada”
http://www.youtube.com/watch?v=4MqiHurbexE
Dr. Dimitra Iordanoglou, Panteion University
3F: Case study
What Does the Leader Do Now?
 OBJECTIVE: To offer participants the opportunity to respond
to a leadership challenge and test out their approach with the
rest of the group
 ESTIMATED TIME: 40-45 min
 DESCRIPTION: What would you do as a leader as you
encounter changing situations?
Dr. Dimitra Iordanoglou, Panteion University
3G: Job Shadowing Experiential Activity
 OBJECTIVE: To offer participants the
opportunity to work closely with senior leaders,
observe their day-to-day activities and learn
from them.
 ESTIMATED TIME: 1 week
 DESCRIPTION: Ask participants to apply for a
job shadowing week or assist them in finding a
leader to work closely to in their own field of
interest. Ask them to keep a diary about what
they have learned during this week.
Dr. Dimitra Iordanoglou, Panteion University
3H: Visiting a Company Experiential Activity
OBJECTIVE: To offer participants the opportunity to visit a
company of their interest, observe the way it operates, talk to
employees and leaders and learn from them. Visiting a company
can effectively be combined with job shadowing activity.
ESTIMATED TIME: 1 day
DESCRIPTION: This activity involves five steps:
1.
2.
3.
4.
5.
Choosing a company or organization
Identifying expectations and preparing a list of questions
Contacting the company to set a date for the visit
Visiting the company
Writing a short report or preparing a PowerPoint presentation
Dr. Dimitra Iordanoglou, Panteion University
Dr. Dimitra Iordanoglou, Panteion University