Professional Documents
Culture Documents
What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals.
Management
Use of authority inherent
in designated formal rank
to obtain compliance from
organizational members.
Created by Soumi Rai. Copyright material.
Leaders
People who can influence the behaviors of others without having to
rely on force.
People who are accepted
as leaders by others.
Process: what leaders actually do.
Use noncoercive influence to shape the groups or organizations
goals.
Motivate others behavior toward goals.
Help to define organizational culture.
Property: who leaders are.
The set of characteristics attributed to
individuals perceived to be leaders.
Created by Soumi Rai. Copyright material.
Activity
Management
Creating an agenda
Executing plans
Outcomes
Source: Adapted from A Force for Change: How Leadership Differs from Management by John P. Kotter. Copyright 1990 by
John P. Kotter, Inc. Reprinted with permission of The Free Press, a division of Simon & Schuster Inc.
Trait Theories
Traits Theories of
Leadership
Leadership Traits:
Trait Theories
Limitations:
No universal traits found that predict leadership in
all situations.
Traits predict behavior better in weak than
strong situations.
Unclear evidence of the cause and effect of
relationship of leadership and traits.
Behavioral Theories
Behavioral Theories of Leadership
Job/Production-Oriented Leader
One who emphasizes technical or
task aspects of the job.
The Managerial
Grid
(Blake and
Mouton)
Contingency Theories
Fiedlers Contingency Model
Position Power
Influence derived from ones formal structural position in the
organization; includes power to hire, fire, discipline,
promote, and give salary increases.
Created by Soumi Rai. Copyright material.
Unable but
Willing
Able and
Unwilling
Able and
Willing
Follower readiness:
ability and willingness
Leader: decreasing need
for support and supervision
Directive
Supportive
Participative
Monitoring
Unwilling
Able
Supportive
Participative
Willing
Monitoring
Leadership
Styles
Unable
Directive
High Task
and
Relationship
Orientations