PMNL - 9&10

Leadership

A process whereby an individual influences a
group of individuals to achieve a common goal.

Leadership

A process of social influence, which maximizes the efforts of others, towards the achievement of a goal.

Leadership

Inspiring others to pursue your vision within the parameters you set, to the extent that it becomes a shared effort, a shared vision, and a shared success.

Influence others through social influence

A person ________ _____ _______ ______ ______, not power, to get something accomplished.

others

Leadership requires _____, who are not necessarily direct-reports, to get something accomplished.

Process Leadership

Leaders carry out this process by applying
their leadership knowledge and skills.

Trait Leadership

Traits that can influence our actions.

• Beliefs

• Values

• Ethics

• Characters

Leadership is learned, a leader's skills and knowledge can be influenced by his or hers attributes or traits, such as?

Knowledge and skills

Contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique.

• Leader

• Context

• Followers

• Outcomes

The Leadership Process

1. Leader

2. Followers

3. Communication

4. Situation

4 Factors of Leadership

Leader

You must have an honest understanding of who you are, what you know, and what you can do.

Followers

Different people require different
styles of leadership.

Communication

You lead through two-way communication. Much of this is nonverbal.

Situation

You must use your judgment to decide the best
course of action and the leadership style needed.

Leadership Theories

Explain how and why certain people become leaders.

Great Man Theories

Great leaders are simply born with the necessary internal characteristics such as charisma, confidence, intelligence, and social skills that make them natural-born leaders.

• Intelligence

• Confidence

• Sociability

• Charisma

Great Man Theory’s Intrinsic Leadership Traits

Great Man Theories

These theories often portray great leaders as heroic, mythic and destined to rise to leadership when
needed.

Great Man Theories

These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed.

Great Man

Used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.

Trait Theories

Assume that people inherit certain qualities and traits that make them better suited to leadership.

1. Cardinal Traits

2. Central Traits

3. Secondary Traits

3 levels of Gordon Allport’s Trait Theory

Cardinal Traits

• Traits that dominate an individual’s whole life, often to the point that the person becomes known specifically for these traits.

• Allport suggested that this traits are rare and tend to develop later in life.

Central Traits

This are the general characteristics that form the basic foundations of personality. Terms like intelligent, honest, shy, anxious.

Secondary Traits

This are the traits are sometimes related to attitudes or preferences and often appear only in certain situations or under specific circumstances. Example impatient while waiting in traffic

Gordon Allport

A psychologist found in 1936 that describe different personality traits.

Contingency Theories

Focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation.

Contingency Theories

According to this theory, no leadership style is best in all situations.

Situational Theories

Other term for Contingency Theories

1. Directing

2. Coaching

3. Supporting

4. Delegating

The four Leadership Style

Directing

High Directive Behaviour with Little Supportive emphasis

Coaching

Highly Directing behaviour with High levels of Support

Supporting

High Supporting Behaviour with Low levels of Support

Delegating

Low Supportive behaviour and Low Directive emphasis too

Behavioral Theories

Based upon the belief that great leaders are made, not born.

Behavioral Theories

According to this theory, people can learn to become leaders through teaching and observation.

Behavioral Theories of Leadership

Train people to be leader

Trait Theories

Selecting the right people for Leadership

Participative Theories

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

Participative Theories

The leader retains the right to allow the input of others.

Management Theories

Focus on the role of supervision, organization and group performance.

Transactional Theories

Management Theories also known as?

Management Theories

These theories base leadership on a system of rewards and punishments.

Relationship Theories

Focus upon the connections formed between leaders and followers.

Transformational Theories

Relationship Theories also known as?

Transformational Leaders

Motivate and inspire people by helping group members see the importance and higher good of the task.

Leadership Styles

Refers to a leader's characteristic behaviors when directing, motivating, guiding, and managing groups of people.

Kurt Lewin

A researcher in 1939 set out to identify different styles of leadership.

Authoritarian Leadership (Autocratic)

Provide clear expectations for what needs to be done when it should be done, and how it should be done.

Authoritarian Leadership (Autocratic)

• This style of leadership is strongly focused on both command by the leader and control of the followers.

• Independent (Controlling or bossy)

• Best applied to situation that leader is more knowledgeable.

Participative Leadership (Democratic)

• Most effective leadership style.

• Encourage the member to participate

• Followers feel they are important part of the team.

Delegative Leadership (Laissez-Faire)

• Followers made more demands on the leader.

• No guidance to the group member.

• Leave the decision making to the members.

• Poorly defined roles and lack of motivation.

• Causing blaming each other

Transformational Leadership

• First described during the late 1970s and later expanded upon by researcher Bernard M. Bass

• Motivate and inspire followers and to direct positive changes in groups.

• Intelligent

• Helping the organization achieve its goals

• High performance.

Transactional Leadership

• Follower completing required tasks in exchange for monetary compensation.

• Clearly define roles

• Great deal of supervision and direction.

• Members motivate to perform well to receive rewards.

1. Hersey and Blanchard’s Leadership Styles

2. Blanchard’s SLll Leadership Styles

2 types of Situational Leadership

Hersey and Blanchard’s Leadership Style

One of the best-known situational theories.

• Telling style

• Selling style

• Participating style

• Delegating style

Primary Style of Hersey and Blanchard’s Leadership Styles

Selling style

Involves leaders convincing followers to buy into their ideas and messages.

Participating Style

Allowing group members to take a more active role in the decision-making process.

Delegating Style

Taking a hands-off approach to leadership and allowing group members to make the majority of decisions.

• Directing style

• Coaching style

• Supporting style

• Delegating style

Blanchard different learning styles

Directing Style

Involves giving orders and expecting obedience but offers little in the way of guidance and assistance.

Coaching Style

Means giving lots of orders, but leaders also give lots of support.

Supporting Style

An approach that offers plenty of help, but very little direction.

Delegating

Low in both direction and support.

1. Great Man Theories

2. Trait Theories

3. Contingency Theories

4. Behavioral Theories

5. Participative Theories

6. Management Theories

7. Relationship Theories

7 Leadership Theories

1. Authoritarian Leadership (Autocratic)

2. Participative Leadership (Democratic)

3. Delegative Leadership (Laissez-Faire)

4. Transformational Leadership

5. Transactional Leadership

6. Situational Leadership

Leadership Styles