Leadership
Day MSIM
Winter 2006
Karine Barzilai-Nahon
1
Topic Objectives
1.
Decide whether the person has the traits and
skills to be a leader.
2.
Identify the leadership style the leader is now
using.
3.
Size up the leadership situation and
recommend the leadership style to use, and
why.
4.
Explain how a leader can strengthen his or
her power base.
2
What Do Leaders Do?

Leadership


One person influencing another to willingly work
toward a predetermined objective.
Effective Leadership

A balance of traits and skills, and leadership styles
or behaviors, all combined in a way that’s right for
a particular situation.
3
The Traits And Skills Of Leadership

Traits


The unchanging characteristics of a person that
predisposes someone to act in a particular way.
Skills

The ability to do something in an effective and
efficient manner.
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5
Power and Leadership
Mechanisms of power leaders can use:
 Authority
 Coercion
 Force
 Influence
 Manipulation
6
Claiming Legitimacy (Sources of
authority)
Max Weber
 Rational-Legal authority
 Traditional authority
 Charismatic authority
(Authority = The ability to control legitimately)
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Leadership Theory and Reseach




The trait approach (until late 40’s)
The Style approach (until 60’s)
The contingency approach (60’s-80’s)
The New Leadership approach (from 80’s)
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Leader Behaviors: The Ohio State Studies

(Stogdill) Which of these styles makes a
leader more effective?

Consideration

Leader behavior indicative of mutual trust, friendship,
support, respect, and warmth. (Example: “The leader is friendly
and approachable.”)

Initiating structure

Leader behavior by which the person organizes the work
to be done and defines relationships or roles, the
channels of communication, and ways of getting jobs
done. (Example: “The leader lets group member know what is
expected of them.”)
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Leader Behaviors: The University of
Michigan Studies

(Likert) Leadership Styles (Orientation)

Employee-oriented Leader


A leader who focuses on the needs of employees and
emphasizes building good interpersonal relationships.
Job-centered Leader

A leader who focuses on production and on a job’s
technical aspects.
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Leader Behaviors: The University of
Michigan Studies (cont’d)

Leadership Styles

Close supervision


Laissez-faire leader


A leadership style involving close, hands-on monitoring
of subordinates and their work.
A leader who takes a hands-off approach toward
supervising subordinates.
General leader

A leader who takes a middle-ground approach between
close supervision and laissez-faire leadership.
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Transactional versus Transformational
Leadership Behaviors

Transactional Leadership Behaviors


Leadership actions that focus on accomplishing the
tasks at hand and on maintaining good working
relationships by exchanging promises of rewards for
performance.
Transformational Leadership Behaviors

Leadership actions that involve influencing major
changes in the attitudes and assumptions of
organization members and building commitment for
the organization’s mission, objectives, and strategies.
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Six Leadership Styles at a Glance
Source: Daniel Goleman, “Leadership That Gets Results,”
Harvard Business Review, March–April 2000, pp. 82–83.
FIGURE 10–2a
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Six Leadership Styles at a Glance (cont’d)
Source: Daniel Goleman, “Leadership That Gets Results,”
Harvard Business Review, March–April 2000, pp. 82–83.
FIGURE 10–2b
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Six Leadership Styles at a Glance (cont’d)
Source: Daniel Goleman, “Leadership That Gets Results,”
Harvard Business Review, March–April 2000, pp. 82–83.
FIGURE 10–2c
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Situational Theories Of Leadership

Path–Goal Leadership Theory (House)


Assumes that the leader’s job is to ensure that
followers are motivated to do their jobs, and is
based on the expectancy theory of motivation.
The leader’s job


To increase the personal rewards subordinates receive
for attaining goals
To make the path to these goals easier to follow by
reducing roadblocks—setting goals, explaining what
needs to be done, and organizing the work.
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17
Situational Theories Of Leadership
(cont’d)

Substitutes for Leadership Theory (Kerr and
Jermier)


Various characteristics of subordinates, the task,
and the organization may either substitute for
(render unnecessary) direct intervention by the
leader or neutralize (prevent) the leader’s best
efforts.
Implications for leaders:


Choose the right followers
Organize the task properly
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Situational Theories Of Leadership
(cont’d)

The Vroom–Jago–Yetton Model

A situational model based on a continuum of five
decision styles with differing degrees of employee
participation that enables leaders to analyze a
situation and decide how much participation is
called for using:



A set of management decision styles
A set of diagnostic questions
A decision tree for identifying how much participation the
situation calls for.
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Types of Management Decision Styles
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Vroom–Jago–Yetton Model’s Diagnostic
Questions







Is there a quality requirement such that one solution is likely to be
more rational than another?
Is there sufficient information to make a high-quality decision?
Is the problem structured?
Is acceptance of the decision by subordinates critical to effective
implementation?
If you alone make the decision, is it reasonably certain that it would
be accepted by your subordinates?
Do subordinates share the organizational goals to be obtained in
solving this problem?
Is conflict among subordinates likely over preferred solutions?
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Vroom and Yetton Decision Process Flow
Chart (Decision Tree)
Source: Adapted from Leadership and Decisionmaking by Victor H. Vroom
and Philip W. Yetton, by permission of the University of Pittsburgh Press.
Copyright © 1973 by University of Pittsburgh Press.
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Hersey-Blanchard Situational Leadership
Model
Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in
Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission.
FIGURE 10–7
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Applying
the
Situational
Leadership
Model
Source: Adapted from Paul Hersey,
Situational Selling (Escondido, CA: Center for
Leadership Studies, 1985), p. 19. Reprinted
with permission.
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How To Improve Your Leadership Skills

Skill 1: Think Like a Leader




Skill 2: Use an Appropriate Leadership Style



Identify what is happening
Explain why it is happening
Decide what you are going to do about it.
Leaders usually fit their style to the situation.
Different leadership styles are appropriate to different
situations.
Skill 3: Pick the Right Leadership Situation

Gravitate toward leadership situations that fit your
favored leadership style.
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How To Improve Your Leadership Skills

Skill 4: Build Your Power Base

Bolster your leadership potential by enhancing
your authority (increasing your power).
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