1. Chapter 3 – Leadership: Basic Concepts and Theories
HPR 323
Some theories suggest that leaders are born
Some say leaders are developed
Some say leaders emerge from situations they find themselves in
This Chapter looks at
1.)theoretical models and concepts from which our ideas of leadership have emerged
2.) Leadership studies, styles and models

2. Theories of Leadership
The “Great Man” Theory
The Trait Theory
The Group Theory
The Situation Theory
Excellence Theory
Great Man – Certain historical events provide a platform for emergence – leadership is inherent – individuals are born to be leaders
Trait – Traits or characteristics such as honesty, vision, competence, fair and open-mindedness, intelligence, maturity, etc
Group – Leadership is an exchange between group and leader. Subordinates are willing to be led and leader provides direction
Situational – Situational variables dictate the type of leadership needed – No one leadership style is best. Depends on group maturity
Excellence – Leadership is the ability to promote or create excellence within an organization – Transformation to achieve excellence

3. Lewin, Lippitt, and White Studies (Leadership Styles 1939)
Democratic Leadership Style
Authoritarian Leadership Style
Laissez Faire Leadership Style
2 types of leadership elements constitute one’s style – Task Orientation and People Orientation
These 2 studies deal with leaders who worked with boys’ hobby clubs – 10 y/o children (mask making, mural painting, soap carving, model airplane construction)
Leadership Styles
Democratic – Individual group members are consulted in decision-making
Authoritarian – Group activities tightly controlled by the leader – Policies and interpretation are spelled out by the leader
Laissez Faire – Lack of control or structure – Group has complete control in decision-making

4. The Ohio State Studies (Leadership Behavior, 1957)
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Interaction between Human Relations and Task Orientation
Initiating structure – ways in which the leader establishes and defines group goals, group structure and role expectations – Defines Task or production orientation of the leader
Consideration - Relationship between leader and subordinates and feelings of subordinates – People orientation
Findings: Combination is important

5. The New Managerial Grid
Insert Figure 2.2
Concern for production and concern for people on grids
Impoverished – Low for people and production
Country Club – High for people and low for production
Authority- Obedience ----High for production and low for people
Organization-Man ----Middle of the Road
Team management –Creating relationships of trust, openness and respect for one another through mutual respect for company and each other – The best

6. Likert’s System of Management – (Continuum Model)
Exploitive Autocratic
Benevolent Autocratic
Consultative
Participative Team
Continuum ranging from Autocratic to Participative
EXPLOITIVE – Low level of trust and mutual confidence between leader and group – leader makes all of the decisions
BENEVOLENT – Leader still makes all decisions but allows for some variances in performance as long as rules are followed – low trust and confidence
CONSULTATIVE – Leader seeks input from group members and allows them to assist in decision-making process – Group feels free to offer input
PARTICIPATIVE – Full involvement by group members in planning and decision-making – MOST EFFECTIVE

7. Tannenbaum /Schmidt’s Leadership Continuum
Insert Figure 2.3
Continuum where leader could be anywhere from authoritarian and task oriented to democratic and human relations oriented
Suggests none is always right or wrong – Leadership style is situational depending on needs
Leaders should be flexible in their style

8. Transactional vs. Transformational Leadership
Not in your slides
Transactional – an exchange
Transformational – growth, elevating, and enhanced performance by group

9. Contingency Model of Leadership
Insert Figure 2.4
Based on favorableness of the situation to the leader – Based on 3 factors
Leader-Member relations – The extent to which the leader feels accepted by the group members
Task structure – The extent to which role expectations are clearly defined within the group
Position power – Degree of influence of a leader

10. Path-Goal Theory of Leadership
Directive Leadership
Supportive Leadership
Participative Leadership
Achievement-Oriented Leadership
Combines elements of motivation with leadership Situational
Leader assess motivation, satisfaction and productivity of the group.
Directive – Authoritarian and Task-Oriented
Supportive – Leader concerned with establishing a positive, supportive relationship with group. Open and responsive to suggestions
Participative – Leader open to suggestions, opinions, ideas but leader retains authority for final decisions
Achievement-Oriented Leader challenges group by setting high standards and expectations
This style Removes barriers, resulting in improvement in satisfaction, in turn resulting in greater motivation and performance

11. Tri-Dimensional Leader Effectiveness Model
Insert Figure 2.5
Based on 2 variables ----Maturity of group members and demands of the situation
Uses elements of the Ohio State studies (human relations orientation and task orientation) and Hersey and Blanchard “effectiveness” dimension
Based on the fact that leaders should diagnose both the demands of the situation and the level of maturity of the group members to determine which style would be most appropriate

12. Situational Leadership
Insert Figure 2.6
Based on maturity level of the group.
Maturity is the capacity to set high but attainable goals, willingness and ability to take responsibility, and education and/or experience relevant to a given task to be performed.
4 classifications of styles ----Telling, Selling, Participating, Delegating

13. Hitt’s Model of Leadership
Insert Figure 2.7
Hitt says “Leadership is what gives an organization its vision and its ability to translate the vision into reality”
Seeks high ends but recognizes real-life conditions
Establishes a realistic but attractive vision and creates a plan of action
Dreaming and Doing

14. 20 Inspiring Quotes