PHA617: Introduction to Leadership

Manager

use authority inherent to the rank to obtain compliance from organizational members.

Manager

• Rational

• Consulting

• Persistent

• Problem-solving 

• Tough-minded

• Analytical

• Deliberate

• Authoritative

• Stabilizing

Leader

has the ability to influence a group toward the achievement of goals.

Leader

• Visionary

• Passionate 

• Creative/imaginative 

• Flexible

• Inspiring

• Innovative

• Courageous

• Experimental

Leader

a person who influences a group towards the achievement of a goal.

Leadership

the ability to develop a vision that motivates others to move with a passion toward a common goal.

Leadership

the ability to move others to follow.

Trait Theory

assumes that people inherit certain qualities or traits that make them suitable for leadership role

Trait Theory

Focus: personality, social, physical or intellectual traits

Trait Theory

“LEADERS ARE BORN, NOT MADE.”

Behavioral Theory

assumes that specific behaviors differentiate leaders from non-leaders.

Behavioral Theory

People learn leadership through training and observation.

Behavioral Theory

Focus: actions of leaders not on intellectual qualities or internal states.

Behavioral Theory

Leaders are made, not born

Skills Theory

assumes that learned knowledge and acquired skills/abilities are significant factors in the practice of effective leadership

Skills Theory

Focus: learned skills, developed style and acquired knowledge

Skills Theory

“LEADERS ARE MADE. THUS, ALLOT MORE RESOURCES.”

Contingency Theory

effective leadership depends on the degree of fit between a leader’s qualities and leadership style as demanded by a specific situation

Contingency Theory

Factors: leadership style, qualities of followers and situational features.

Situational Theory

• leaders choose the best course of action based upon situational conditions or circumstances

Situational Theory

Different leadership styles may be more appropriate for different types of decision-making.

Participative Theory

suggest that the ideal leadership style is one that takes input of others into account

Participative Theory

Encourages commitment and collaborations which leads to better quality decisions

Transactional/Management Theory

leadership based on a system of rewards and punishments

Transactional/Management Theory

Focus on role of supervision, organization and group performance and the exchanges that occur between leaders and followers.

Relational/Transformational Theory

focuses on the connections formed between leaders and followers

Relational/Transformational Theory

Motivation and inspiration help group members see the importance and higher good of the task.

Front-line leaders

• hands on and exude passion. 

• engaged and know how to connect with followers.

Front-line leaders

emotionally intelligent, generous, and empower those around them to achieve their best.

Postmodern leaders

bold, cooperative, creative, and enjoy developing their teams.

Postmodern leaders

value the contributions all team members make toward positive outcomes.

Postmodern leaders

practice great self-awareness and regularly defer to experts if they lack the technical skills to make a decision.

Transformational leaders

foster curiosity in their teams and work as agents of change.

Transformational leaders

work together to improve conditions and achieve goals.

Transformational leaders

Inspiration and cooperation drive transformational leaders toward positive change

Servant leaders

• defined by their ethics and commitment to developing others.

Servant leaders

• take a personal interest in lifting others up and the positive outcomes their organizations create.

Servant leaders

lead by example and are guided by their ethics and morals.

Contrarian leader

aren’t afraid to go against conventional wisdom when appropriate or useful.

Contrarianism

about the freedom to maintain intellectual and creative freedom while taking counsel into consideration.

Contrarian leader

independent thinkers who spark new ideas, and their revolutionary spirit inspires others to take risks when necessary.

Metamodern leaders

avant-garde, responding to unprecedented change with complex and nuanced responses.

Metamodern leaders

embody the paradox of pragmatic idealism, being immensely flexible while sincere and centered.

Metamodern leaders

employ great imagination and are experts at creating a vision for their team.

Autocratic Leadership Style

• Characteristics

  • Extreme form of transactional leadership

  • Leader have complete control over staff.

  • Little opportunity to make suggestions.

Autocratic Leadership Style

• Advantage

  • Efficient – decisions are made quickly, and work can begin immediately.

Autocratic Leadership Style

• Disadvantage

  • Unhappy staff

Bureaucratic Leadership Style

• Characteristics

  • Follows rules rigorously

Bureaucratic Leadership Style

• Advantage

  • Staff follow procedures precisely.

Bureaucratic Leadership Style

• Disadvantage

  • Not flexible, creative and innovative

Charismatic Leadership Style

• Characteristics

  • Aka transformational leadership

  • Inspire eagerness in their teams - motivating

Charismatic Leadership Style

• Advantage

  • Staff becomes productive and committed

Charismatic Leadership Style

• Disadvantage

  • Confidence is placed in the leader rather than the team.

  • Leaders can feel invincible.

Democratic/Participative Leadership Style

• Characteristics

  • Leaders make the final decision but include the team in decisionmaking.

Democratic/Participative Leadership Style

• Advantage

  • Encourage creativity and members are highly engaged

  • Job satisfaction

  • Encourages members to develop skills

Democratic/Participative Leadership Style

• Disadvantage

  • Falters in situations when speed or efficiency is essential.

Laissez-Faire Leadership Style

• Characteristics

  • Allows people to work on their own (autonomy) 

  • Leaders abdicate responsibilities and avoid making decisions.

Laissez-Faire Leadership Style

• Advantage

  • High job satisfaction and increased productivity

Laissez-Faire Leadership Style

• Disadvantage

  • May be damaging if the members are not knowledgeable and skilled and cannot manage their time well.

Transactional Leadership Style

• Characteristics

  • Members agree to obey when they accept a job.

  • Members are paid in return for effort and compliance.

Transactional Leadership Style

• Advantage

  • Leaders can punish members if work is not within standard.

Transactional Leadership Style

• Disadvantage

  • Purely transactional

constantly

Managers must _ share information

open

Managers must have _ channels of communication

face-to-face

Interpretation of complex information must be done _

Level 1

Level of decision-making

Leader makes decision alone and announces the decision.

Level 2

Level of decision-making

Leader gathers input from individuals and makes the decision.

Level 3

Level of decision-making

Leader gathers input from team and makes the decision.

Level 4

Level of decision-making

Consensus building

Level 5

Level of decision-making

Consensus and delegation with criteria/constraints