Leadership

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.
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The Nature of Leadership

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.
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Distinctions Between Management and Leadership

Leadership

Activity

Management

Establishing direction and

vision for the organization

Creating an agenda

Planning and budgeting,

allocating resources

Aligning people through

communications and actions
that provide direction

Developing a human network

for achieving the agenda

Organizing and staffing,

structuring and monitoring
implementation

Motivating and inspiring by

satisfying needs

Executing plans

Controlling and problem

solving

Produces useful change and

new approaches to challenges

Outcomes

Produces predictability and

order and attains results

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.

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Trait Theories
Traits Theories of
Leadership

Leadership Traits:

Theories that consider

personality, social,
physical, or intellectual
traits to differentiate
leaders from nonleaders.

The desire to lead

Ambition and energy

Honest and integrity
Self-confidence
Intelligence
High self-monitoring
Job-relevant knowledge

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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.

Better predictor of the appearance of leadership

than distinguishing effective and ineffective leaders.
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Behavioral Theories
Behavioral Theories of Leadership

Theories proposing that specific behaviors

differentiate leaders from nonleaders.
Trait theory:
Leaders are born, not made.
Behavioral theory:
Leadership traits can be taught.

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Ohio State Studies

Initiating Structure

The extent to which a leader is likely to

define and structure his or her role and
those of sub-ordinates in the search for
goal attainment.
Consideration
The extent to which a leader is likely to have
job relationships characterized by mutual trust,
respect for subordinates ideas, and regard for
their feelings.
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University of Michigan Studies

Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.

Job/Production-Oriented Leader
One who emphasizes technical or
task aspects of the job.

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The Managerial
Grid
(Blake and
Mouton)

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Contingency Theories
Fiedlers Contingency Model

The theory that effective groups depend on a proper

match between a leaders style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader.
Least Preferred Co-Worker (LPC)
Questionnaire
An instrument that purports to
measure whether a person is taskor relationship-oriented.
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Fiedlers Model: Defining the Situation

Leader-Member Relations

The degree of confidence, trust, and respect subordinates

have in their leader.
Task Structure
The degree to which the job assignments are procedurized.

Position Power
Influence derived from ones formal structural position in the
organization; includes power to hire, fire, discipline,
promote, and give salary increases.
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Findings from Fiedler Model

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Hersey and Blanchards Situational

Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers
readiness.
Unable and
Unwilling

Unable but
Willing

Able and
Unwilling

Able and
Willing

Follower readiness:
ability and willingness
Leader: decreasing need
for support and supervision
Directive

High Task and Relationship

Orientations

Supportive
Participative

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Monitoring

Leadership Styles and Follower

Readiness (Hersey and Blanchard)
Follower
Readiness

Unwilling

Able

Supportive
Participative

Willing

Monitoring

Leadership
Styles

Unable

Directive

High Task
and
Relationship
Orientations

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