1. LEADERSHIP THEORIES TRAIT THEORY BASES OF INFLUENCE (POWER)
GHISELLI
BASES OF INFLUENCE (POWER)
FRENCH & RAVEN
BEHAVIORAL THEORIES
OHIO STATE UNIVERSITY
BLAKE & MOUTON
CONTINGENCY THEORIES
FIEDLER
HOUSE & MITCHELL
VROOM & YETTON
ROLE THEORIES
MINTZBERG

2. TRAIT APPROACHES TO LEADERSHIP GHISELLI
LEADERS ARE “BORN,” NOT MADE
PHYSICAL CHARACTERISTICS
APPEARANCE, HEIGHT, AGE
PERSONALITY
EXTROVERSION, PERSISTENCE, SELF-ASSURANCE, DECISIVENESS
INTELLIGENCE
KNOWLEDGE, ABILITY, JUDGMENT
SOCIAL CHARACTERISTICS
TACT, DIPLOMACY, SOCIABILITY, FLUENCY
THE BIG FIVE PERSONALITY TRAITS
*** EXTROVERSION (AMBITION, ENERGY)
** CONSCIENTIOUSNESS
** OPENNESS TO EXPERIENCE
* EMOTIONAL STABILITY (SELF-CONFIDENCE)
AGREEABLENESS

3. CHARISMATIC LEADERSHIP
VISION & ARTICULATION
PROPOSES A BETTER FUTURE – AN OPTIMISTIC GOAL
DELIVERED CLEARLY IN A CONVINCING FASHION
PERSONAL RISK
WILLING TO TAKE RISKS & INCUR COSTS TO ACHIEVE THE VISION
SELF-SACRIFICE WILL BE NECESSARY
ENVIRONMENTAL SENSITIVITY
KNOWS WHETHER THE ENVIRONMENT WILL BE SUPPORTIVE
KNOWS WHAT RESOURCES ARE NEEDED TO BRING ABOUT CHANGE
SENSITIVITY TO FOLLOWERS
PERCEPTIVE OF OTHERS’ ABILITIES, NEEDS & FEELINGS
TAPS INTO FOLLOWER EMOTIONS
UNCONVENTIONAL BEHAVIOR
MAY DO THINGS THAT ARE NOVEL, OR CONTRARY TO THE NORMS
IS THE VISION VALUE-BASED? WILL THE FOLLOWERS BECOME ENTHUSIASTIC?
DO THE PEOPLE BELIEVE THE VISION IS ATTAINABLE?
ARE CHARISMATIC LEADERS “BORN” OR CAN THEY BE TAUGHT?
CORRELATED WITH HIGH SATISFACTION AMONG FOLLOWERS
EFFECTIVE WHEN THERE IS AN IDEOLOGICAL PART TO THE TASK, OR FACING STRESS & UNCERTAINTY
CHARISMATIC LEADERS – DON’T TOLERATE CRITICISM, SURROUND THEMSELVES WITH “YES” PEOPLE
29 FIRMS STUDY --- FOUND AN ABSENCE OF EGO-DRIVEN CHARISMATIC LEADERS

4. TRANSFORMATIONAL LEADERSHIP
INSPIRATIONAL, IDEA-ORIENTED, VISIONARY
DRAMATIC, AROUSES INTENSE FEELINGS
COMMUNICATES HIGH EXPECTATIONS & A NEED FOR CHANGE
UNPREDICTABLE
RELIES ON REFERENT OR CHARISMATIC POWER
RAISES LEVEL OF AWARENESS AND COMMITMENT
GETS FOLLOWERS TO TRANSCEND THEIR SELF-INTERESTS
REQUIRES TRUST AND BELIEF IN THE VISION PRESENTED
TRANSACTIONAL LEADERSHIP
EXCHANGES REWARDS FOR SERVICES
MANAGEMENT BY EXCEPTION (Watches for deviations)
KEEPS THE SYSTEM OPERATING SMOOTHLY
USES REWARD AND COERCIVE POWER BASES
RECOGNIZES WHAT WORKERS WANT & TRIES TO DELIVER IT
REWARDS ACCORDING TO WORKER EFFORT
RESPONSIVE TO WORKER SELF-INTERESTS
IS TRANSFORMATIONAL LEADERSHIP BUILT “ON TOP OF” TRANSACTIONAL LEADERSHIP, OR IS IT JUST A SPECIAL CASE OF CHARISMATIC LEADERSHIP?

5. SUMMARY OF TRAIT APPROACHES TO LEADERSHIP
ASSUMPTION
LEADERS ARE BORN, NOT MADE!
IMPLICATION
WE MUST BE VERY CAREFUL IN HOW WE SELECT OUR LEADERS
LIMITATIONS
IT OVERLOOKS THE NEEDS OF FOLLOWERS
IT IGNORES SITUATIONAL FACTORS
CAUSE AND EFFECT ARE NOT CLEARLY DEFINED
DO SELF-CONFIDENT LEADERS CAUSE FIRMS TO BE SUCCESSFUL, OR DOES A SUCCESSFUL FIRM ALLOW A LEADER TO FEEL SELF-CONFIDENT?

6. BASES OF LEADER POWER & INFLUENCE FRENCH & RAVEN (59)
LEGITIMATE POWER
Authority to command, based on the position
REWARD POWER
Able to award positive, desired outcomes
COERCIVE POWER
Able to threaten, punish or harm
EXPERT POWER
Influence based on knowledge and information
REFERENT POWER
Influence based on charisma, identification and trust

7. MOST LIKELY OUTCOMES OF LEADER POWER & INFLUENCE YUKL (89)
RESISTANCE
COERCIVE
COMPLIANCE
LEGITIMATE
REWARD
COMMITMENT
EXPERT
REFERENT

8. GUIDELINES FOR USING POWER YUKL (89)
EXPERT POWER
ACT CONFIDENT AND DECISIVE
KEEP INFORMED
DON’T THREATEN SUBORDINATES’ SELF-ESTEEM – BE APPROACHABLE
WILLING TO SHARE YOUR KNOWLEDGE WITH OTHERS
REFERENT POWER
TREAT SUBORDINATES FAIRLY
DEFEND SUBORDINATES’ INTERESTS
BE SENSITIVE TO SUBORDINATES’ NEEDS & FEELINGS
LEGITIMATE POWER
BE CORDIAL, POLITE, AND CONFIDENT
MAKE APPROPRIATE REQUESTS
FOLLOW PROPER CHANNELS
EXERCISE POWER REGULARLY AND ENFORCE COMPLIANCE
REWARD POWER
VERIFY COMPLIANCE AND ACCOMPLISHMENTS
OFFER REWARDS FOR DESIRED ACTIONS AND BEHAVIORS
OFFER CREDIBLE REWARDS THAT ARE DESIRED BY SUBORDINATES
COERCIVE POWER
INFORM SUBORDINATES OF RULES AND PENALTIES
UNDERSTAND THE SITUATION BEFORE ACTING & WARN BEFORE PUNISHING
ADMINISTER PUNISHMENT CONSISTENTLY & PUNISH IN PRIVATE

9. BEHAVIORAL LEADERSHIP THEORIES
OHIO STATE STUDIES
INITIATING STRUCTURE v. CONSIDERATION
FIELD STUDY: IS = Satisf down, C = Satisf up
MICHIGAN STUDIES
JOB-CENTERED v. EMPLOYEE-CENTERED
FIELD EXPERIMENT: JC = Satisf down, EC = Satisf up
JC = Productivity up 25%, EC = Productivity up 20%
THE MANAGERIAL GRID BLAKE & MOUTON (64)
CONCERN FOR PEOPLE
CONCERN FOR PRODUCTION
FIVE STYLES
Impoverished, Authority/Obedience (Task), Middle of the Road, Country Club, Team
IS THERE A THIRD DIMENSION---DEVELOPMENT ORIENTED BEHAVIOR?

10. THE MANAGERIAL GRID BLAKE & MOUTON (64)

11. SUMMARY OF BEHAVIORAL APPROACHES TO LEADERSHIP
ASSUMPTION
Leaders are effective because of the actions they take
IMPLICATION
We can learn to become leaders by studying what effective leaders do
LIMITATIONS
Situational factors that influence success or failure are ignored
Leaders need to be flexible…you can’t lead the same way all the time

12. LEADERSHIP PERSPECTIVES JAGO (82)
APPROACH
UNIVERSAL CONTINGENT
TRAITS TRAIT FIEDLER’S
THEORIES CONTINGENCY
THEORY
FOCUS ON
OHIO STATE PATH-GOAL
MICH STUDIES VROOM-YETTON
BEHAVIORS LEADER GRID LIFE-CYCLE

13. CONTINGENCY THEORY OF LEADERSHIP FIEDLER (65)
LEADER CHARACTERISTICS (Least-Preferred Coworker Scale)
HIGH LPC --- EMPLOYEE RELATIONS ORIENTED
LOW LPC --- TASK ORIENTED
SITUATIONAL CONSIDERATIONS
LEADER-MEMBER RELATIONS
TASK STRUCTURE
LEADER POSITION POWER
FAVORABLE LEADER SITUATIONS
MOST FAVORABLE LEAST FAVORABLE
LEADER-MEMBER RELATIONS G G G G N N N N
TASK STRUCTURE G G N N G G N N
LEADER POSITION POWER G N G N G N G N
EFFECTIVE STYLE TASK EMPLOYEE TASK
FIEDLER’S CONTRIBUTIONS
LEADER EFFECTIVENESS IS SITUATIONAL
TASK LEADERSHIP IS VALUABLE AND IMPORTANT
MODIFY SITUATIONS TO FIT THE LEADER’S STYLE

14. MANIPULATING THE SITUATION
MODIFY LEADER-MEMBER RELATIONS
SPEND MORE (OR LESS) TIME WITH SUBORDINATES
ORGANIZE SOME OFF-WORK GROUP ACTIVITIES
INCREASE (OR DECREASE) YOUR AVAILABILITY TO WORKERS
RAISE MORALE BY OBTAINING POSITIVE OUTCOMES FOR SUBORDINATES
TRANSFER SUBORDINATES INTO (OR OUT OF) YOUR UNIT
REQUEST COMPATIBLE PEOPLE FOR WORK IN YOUR GROUP
MODIFY TASK STRUCTURE
ASK FOR TASKS WHICH ARE MORE STUCTURED
LEARN ALL YOU CAN ABOUT THE TASK
BREAK THE JOB DOWN INTO SMALLER SUB-TASKS
LEAVE THE TASK IN RELATIVELY VAGUE FORM
ENRICH JOBS THROUGH HORIZONTAL AND VERTICAL EXPANSION
MODIFY POSITION POWER
SHOW SUBORDINATES WHO’ BOSS --- EXERCISE YOUR POWERS FULLY
BECOME AN EXPERT ABOUT JOBS AS SOON AS POSSIBLE
ALL INFORMATION AND FEEDBACK TO SUBORDINATES IS CHANNELED THROUGH YOU
ASK MEMBERS TO PARTICIPATE IN DECISIONS AND PLANNING
TRY TO BE “ONE OF THE GANG” --- DOWNPLAY YOUR POWER
LET ASSISTANTS EXERCISE MORE POWER
ASK MANAGEMENT TO GIVE YOU MORE DISCRETION AND AUTONOMY

15. LIFE-CYCLE (MATURITY) THEORY (SITUATIONAL LEADERSHIP THEORY) HERSEY & BLANCHARD (77)
LEADER BEHAVIORS NEED TO VARY, DEPENDING ON THE MATURITY OF THE WORKERS
DIRECTIVE STYLE (TELLING)
GIVES CLEAR DIRECTION & INSTRUCTIONS TO IMMATURE EMPLOYEES
FOLLOWERS ARE UNABLE AND UNWILLING (INSECURE)
COACHING STYLE (SELLING)
EXPANDS TWO-WAY COMMUNICATION, HELPS MATURING EMPLOYEES BUILD CONFIDENCE AND MOTIVATION
FOLLOWERS ARE UNABLE, BUT WILLING TO TRY
SUPPORTING STYLE (PARTICIPATING)
EMPLOYEE FEEL COMPETENT, ACTIVE TWO-WAY COMMUNICATION STILL NEEDED FOR SHARED DECISIONS
FOLLOWERS ARE ABLE BUT APPREHENSIVE
AUTONOMOUS STYLE (DELEGATING)
GIVES RESPONSIBILITIES FOR PLANNING AND DECISION MAKING TO HIGHLY MATURE EMPLOYEES
FOLLOWERS ARE ABLE AND WILLING
TASK BEHAVIORS START OUT HIGH, AND GRADUALLY DECLINE
RELATIONSHIP BEHAVIORS START LOW, BUILD, THEN DECLINE AGAIN
AN INTUITIVE THEORY, BUT EMPIRICAL SUPPORT HAS NOT BEEN STRONG

16. PATH-GOAL THEORY OF LEADERSHIP HOUSE & MITCHELL (74)
SITUATIONAL FACTORS
CHARACTERISTICS OF SUBORDINATES
LOCUS OF CONTROL
EXPERIENCE
PERCEIVED ABILITY
CHARACTERISTICS OF THE ENVIRONMENT
TASK STRUCTURE
FORMAL AUTHORITY SYSTEM
WORK GROUP
LEADER STYLES
DIRECTIVE
SUPPORTIVE
ACHIEVEMENT-ORIENTED
PARTICIPATIVE
THE LEADER COMPENSATES FOR THINGS LACKING IN EITHER THE EMPLOYEE OR THE WORK SETTING TO HELP THE WORKER PERFORM EFFECTIVELY

17. PATH-GOAL LEADERSHIP STYLES
DIRECTIVE
LETS SUBORDINATES KNOW WHAT IS EXPECTED
PLANS AND SCHEDULES WORK TO BE DONE
GIVES SPECIFIC GUIDANCE -- WHAT SHOULD BE DONE AND HOW IT SHOULD BE DONE
MAINTAINS CLEAR STANDARDS OF PERFORMANCE
SUPPORTIVE
SHOWS CONCERN FOR WELL-BEING OF SUBORDINATES
TREATS MEMBERS AS EQUALS
DOES LITTLE THINGS TO MAKE THE WORK MORE PLEASANT
IS FRIENDLY AND APPROACHABLE
ACHIEVEMENT-ORIENTED
SETS CHALLENGING GOALS
EXPECTS SUBORDINATES TO PERFORM AT THE HIGHEST LEVEL
SEEKS IMPROVEMENT IN PERFORMANCE, WHILE SHOWING CONFIDENCE IN WORKERS
PARTICIPATIVE
CONSULTS WITH SUBORDINATES
SOLICITS SUGGESTIONS
TAKES SUGGESTIONS SERIOUSLY INTO CONSIDERATION BEFORE MAKING DECISIONS

18. VERTICAL DYAD (EXCHANGE) MODEL (LEADER-MEMBER EXCHANGE MODEL) GRAEN (75)
LEADERS INVEST THEIR TIME & ATTENTION IN THOSE EXPECTED TO PERFORM BEST
LEADER CREATES AN “IN-GROUP” (THE “FAVORED FEW”) & AN “OUT-GROUP”
IN-GROUPS AND OUT-GROUPS MAY DEMONSTRATE THE “SELF-FULFILLING PROPHESY”
IN-GROUPS
RECEIVE SPECIAL DUTIES AND HAVE SPECIAL PRIVILEGES
ARE GIVEN MORE AUTONOMY AND RESPONSIBILITY
EXPERIENCE HIGHER SATISFACTION
ARE MORE PRODUCTIVE
ARE PART OF THE LEADER’S SUPPORT NETWORK
OUT_GROUPS
ARE NOT TRUSTED
ARE NOT GIVEN DESIRABLE WORK ASSIGNMENTS
RECEIVE LESS LEADER TIME AND ATTENTION
“LIVE DOWN” TO LEADER EXPECTATIONS
ARE LESS LIKELY TO SUPPORT THE LEADER
IN-GROUP MEMBERS SELECTED BASED ON:
COMPETENCE AND ABILITY
PERSONAL COMPATIBILITY WITH THE LEADER

19. SUBSTITUTES FOR LEADERSHIP KERR & JERIMER (78)
SUBSTITUTES ARE FACTORS THAT CAN NEUTRALIZE THE INFLUENCE OF LEADER BEHAVIOR
LOOK FOR CHARACTERISTICS OF:
THE SUBORDINATES
THE TASK
THE ORGANIZATION
FOR INITIATING STRUCTURE
ABILITY AND PROFESSIONAL TRAINING OF SUBORDINATES
STANDARDIZED, UNAMBIGUOUS, ROUTINIZED TASKS
DETAILED RULES & PROCEDURES PROVIDED BY THE ORGANIZATION
FOR CONSIDERATION
INTRINSIC APPEAL OF THE TASK ITSELF
ESTEEM OF PROFESSIONAL COLLEAGUES
SUPPORTIVE AND COHESIVE WORK GROUP

20. SUMMARY OF CONTINGENCY THEORIES
THE CONTINGENCY THEORY
Fiedler (65)
PARTICIPATIVE LEADERSHIP THEORY
Vroom & Yetton (73)
PATH-GOAL THEORY
House & Mitchell (74)
VERTICAL DYAD (LEADER-MEMBER EXCHANGE) THEORY
Graen (75)
LIFE-CYCLE (MATURITY) THEORY
Hersey & Blanchard (77)
SUBSTITUTES FOR LEADERSHIP
Kerr & Jerimer (78)
CONCLUSIONS RE: CONTINGENCY THEORIES
THERE IS NO “ONE BEST WAY” TO LEAD
LEADERS SHOULD KNOW THEIR OWN PREFERRED STYLE
KNOW HOW TO CAREFULLY DIAGNOSE YOUR WORK SITUATION
UNDERSTAND WHICH ACTIONS TO TAKE TO IMPROVE THE SITUATION

21. MANAGERIAL ROLES MINTZBERG (73)
INTERPERSONAL ROLES
Figurehead (Ceremonial)
Leader (Supervisor)
Liaison (Linking-Pin)
INFORMATIONAL ROLES
Monitor
Disseminator
Spokesperson
DECISIONAL ROLES
Innovator (Entrepreneur)
Disturbance Handler (Crisis)
Resource Allocator
Negotiator

22. LEADERSHIP AND TRUST FIVE DIMENSIONS OF TRUST
AN EXPECTATION THAT THE LEADER WILL NOT TAKE UNFAIR ADVANTAGE OF ME
IS MY LEADER TRUSTWORTHY?
FIVE DIMENSIONS OF TRUST
INTEGRITY -- honest and truthful
COMPETENCE -- has good technical knowledge & interpersonal skills
CONSISTENCY -- is reliable, predictable, and has good judgement
LOYALTY -- will look out for me and protect me; won’t take advantage
OPENNESS -- will talk to me and tell me the truth (what’s going on)
DETERRENCE-BASED TRUST
--WE CAN RETALIATE OR STRIKE BACK IF HARMED…DON’T REALLY HAVE A HISTORY
KNOWLEDGE-BASED TRUST
--CAN PREDICT WHAT WILL HAPPEN BASED ON EXPERIENCE…GIVE A SECOND CHANCE?
IDENTIFICATION-BASED TRUST
--- KNOW EACH OTHER INTIMATELY, ACT FOR EACH OTHER
BASIC PRINCIPLES OF TRUST
MISTRUST DRIVES OUT TRUST
TRUST BEGETS TRUST
GROWTH OFTEN MASKS DISTRUST
DECLINE OR DOWNSIZING TESTS THE HIGHEST LEVELS OF TRUST
TRUST INCREASES COHESION
MISTRUSTING GROUPS SELF-DESTRUCT
MISTRUST GENERALLY REDUCES PRODUCTIVITY

23. CONTEMPORARY ISSUES IN LEADERSHIP
DO MEN & WOMEN LEAD DIFFERENTLY?
The similarities outweigh the differences
A SLIGHT TENDENCY FOR WOMEN
Lean toward participative, negotiable, information-sharing styles
This tendency declines when women are in male-dominated jobs
A SLIGHT TENDENCY FOR MEN
To be more directive and rely on the formal authority of their position
TEAM LEADERSHIP
Difficult for managers to switch from traditional roles
LEARN TO BECOME:
A Facilitator
A Liaison
A Troubleshooter
A Conflict Manager
A Coach
EMPOWERMENT
Be careful about jumping on the bandwagon -- does it “fit?”
IT ASSUMES A UNIVERSAL APPROACH TO LEADERSHIP
DOES THE SITUATION CALL FOR MORE EMPOWERMENT?

24. 4. IMPORTANCE OF FOLLOWERS The qualities of effective followers:
THEY MANAGE THEMSELVES WELL – CAN THINK, WORK INDEPENDENTLY
THEY ARE COMMITTED TO THEIR WORK
THEY ARE COMPETENT AND WORK TO HIGHER STANDARDS THAN THEIR JOB REQUIRES
THEY ARE HONEST AND CREDIBLE
5. IMPACT OF NATIONAL CULTURE
Culture is an important situational variable
HIGHER POWER-DISTANCE – autocratic leadership style is preferred
Arab, Far East, Latin countires
LOWER POWER-DISTANCE – more success with the participative style
USA Canada, Scandinavian countries
6. BIOLOGICAL IMPACTS ON LEADERSHIP
Seratonin improves sociability and reduces aggression (PROZAC)
Testosterone increases competitive drive and assertiveness
Women in professional jobs have higher levels
7. MORAL DIMENSIONS OF LEADERSHIP
What sort of example does the leader set?
IS THE LEADER A GOOD ROLE MODEL?
CORRUPTION WITHIN THE FIRM OFTEN STARTS WITH BAD EXAMPLES AT THE TOP