1. What’s a Leadership Theory vs. Model vs. Style?

2. An organizational perspective
LEADERSHIP
An organizational perspective

5. Module 10: Leadership
• Why It Matters: Leadership
• Introduction to Leadership
• What Is Leadership?
• Introduction to What Makes an Effective Leader
• What Makes an Effective Leader?
• Introduction to Effective vs. Poor Leadership
• Effective vs. Poor Leadership
• Introduction to Situational Theories of Leadership
• Situational Theories of Leadership
• Introduction to Transformational and Transactional Theories of Leadership
• Transformational and Transactional Theories of Leadership
• Putting It Together: Leadership

6. 13 Leadership 407 13.1 The Nature of Leadership 408
13.2 The Leadership Process 410
13.3 Types of Leaders and Leader Emergence 415
13.4 The Trait Approach to Leadership 421
13.5 Behavioral Approaches to Leadership 424
13.6 Situational (Contingency) Approaches to Leadership 428
13.7 Substitutes for and Neutralizers of Leadership 433
13.8 Transformational, Visionary, and Charismatic Leadership 436
13.9 Leadership Needs in the 21st Century 440

10. Leadership Theory
Leadership theories are all about what makes people great leaders.

11. Leadership Theory Some of the most common leadership theories include:
Great Man theory (which states that some people are natural leaders and others are not),
Trait Theory (leaders have or must develop certain traits in order to be effective leaders),
Behavioral theories (different behaviors require different approaches), and
Situational and Contingency theories (different situations require different approaches)
Some of these theories are more valid than others.
These are theories about what kinds of leadership styles work best for different situations, and therefore encompass both the idea of a leadership model and a leadership style.

12. Leadership Model
A leadership model is, in short, an example of how to lead.

13. Leadership Model
Someone might look to great leaders of our time or of past generations in order to get ideas about how to lead a group of people.
Leadership models can also be a set of guidelines that direct a person to lead in a certain way.
For example:
If a manager is trying to become a better leader, he may look for different leadership models that will help him learn how to act so that he can more effectively lead the people beneath him.
These models are often the result of extensive trial and error testing and may include guidelines to dictate which model might be best for what kind of situation.

17. Leadership Style
A leadership style is the way that individual leaders lead those they are supposed to manage.

18. Leadership Style
It is a result of a certain leadership theory and model, infused with the individual’s own personality and ideas about how to manage the situation.
The leadership style should be customized to the individual employees and office atmosphere, instead of just pulled straight out of the theory or model.

22. Leadership theory is a discipline that focuses on finding out what makes successfulexcel in what they do.
Leadership style focuses specifically on the traits and behaviors of leaders.
Understanding both theory and style helps you learn to respond appropriately under stress and choose the best action as an effective leader.

23. Harrison C. (2018) Leadership Research and Theory
Harrison C. (2018) Leadership Research and Theory. In: Leadership Theory and Research. Palgrave Macmillan, Cham

33. Employees/Followers

35. Similarities of Path-Goal Theory and Situational Leadership
The Situational Approach to leadership teaches us that leadership is a changing, fluid role that should adapt to the development stage of the subordinate. Leadership styles in the situational approach are also flexible based on needs and include directing, coaching, supporting, and delegating.
In the Path-Goal Theory it is also the responsibility of the leader to assess each particular situation and be flexible enough in their leadership role to act with either directive, supportive, participative, or an achievement oriented leadership style based on the needs of their subordinates.
While the terms may be different there are strong similarities between the two.

36. The situational leadership model offers specific suggestions on how leaders should adapt to different situations.
First, they should prioritize the tasks.
Second, they should assess employee skill and motivation.
Third, they should decide on the leadership style -- directing, coaching, supporting or observing -- that best fits the situation.
Leaders may have to use a combination of these styles to deal with different group members.
The path-goal theory suggests that leaders consider their employees' skills before assigning responsibilities, convince employees of their abilities to perform the assigned tasks and reward those who exceed expectations.

45. Harrison C. (2018) Leadership Research and Theory
Harrison C. (2018) Leadership Research and Theory. In: Leadership Theory and Research. Palgrave Macmillan, Cham

47. RELATIONSHIP PREFERENCE
TASK PREFERENCE

49. DECISION MAKING METHODS FOR LEADERSHIP

50. DECISION MAKING METHODS FOR LEADERSHIP

51. DECISION MAKING METHODS FOR LEADERSHIP

52. DECISION MAKING METHODS FOR LEADERSHIP

53. DECISION MAKING METHODS FOR LEADERSHIP

56. 2 Leadership context 2.1 Cross-cultural context
2.2 Generational context

57. 2.1 Cross-cultural context
Leaders are increasingly required to lead multicultural teams, sometimes spread across the world, and different cultures take a different approach to leadership. Excerpts from a series of interviews conducted by House et al. (1997, pp. 535–6) highlight the following:
● The Dutch place emphasis on egalitarianism and are sceptical about the value of
leadership.
● Iranians seek power and strength in their leaders.
● The Malaysian leader is expected to behave in a manner that is humble, modest, and dignified.
● The French appreciate two kinds of leaders. (…) a strong charismatic leader [or] (…) a consensus builder, coalition former, and effective negotiator.
● The Americans appreciate two kinds of leaders. They seek empowerment from
leaders who grant autonomy and delegate authority to subordinates. They also
respect the bold, forceful, confident, and risk-taking leader.
In a multicultural team, it helps if a leader is aware of potential cultural sensitivities.

58. 2.2 Generational context
In the workplace today, it is possible for up to four generations to be working together.
There is significant research available on this topic, but a recent online survey conducted in the US by professional services company EY, which focuses on the perceived strengths and weaknesses of each generation in the workplace, found the following information:
(Source:
characteristics)
Clearly these different characteristics and perceptions can bring challenges, particularly if the leader has different values from their workforce!
Context is a broad issue with many elements.

62. Activity: Influences on leadership context
Allow about 20 minutes
Choose an organisation you are part of, or would like to be part of, and consider its
various influences. Under each of the following headings, list the issues that you would have to consider as a leader of your organisation.
International trends and issues (e.g. globalisation)
National trends (e.g. political policies)
Local influences (e.g. the role of local communities)
Internal influences (e.g. the culture of the organisation)
Cross-cultural influences (e.g. a variety of nationalities within the workforce)
Generational influences (e.g. a variety of generational viewpoints within the workforce)
Discussion
Depending on your chosen example, you may not have issues to consider in every
category, but the point is that all organisations and leaders will be subject to a range of external influences.

63. 3. What is leadership style?

64. Leadership style is a sub-section of leadership theory that concentrates on the traits and behaviours of leaders.
Your leadership style is the way in which you utilise your personality traits, learned behaviours and experience to maximise the performance of your team.

65. The work of Kurt Lewin and colleagues in the 1930s defined three different styles of leadership that are still referred to regularly today:
○ Autocratic – the leader makes decisions themselves, without consulting others.
○ Democratic – the leader involves followers in the decision-making process.
○ Laissez faire – the leader has little involvement, allowing followers to make their own decisions.

66. Traits + Behaviour = Contingency/Situational

70. Overview of styles
Behavioural scientist Daniel Goleman observed six main leadership styles

71. Overview of styles
Behavioural scientist Daniel Goleman observed six main leadership styles

73. Leadership

74. What Is Leadership & Management?
Leadership is about establishing a direction and influencing others to follow
Management is successfully administering the many complex details involved in business’s operation
Both are necessary skills that often overlap
Some differences include:
Leadership: influencing, change, direction, vision, creating, etc.
Management: planning, organizing, controlling, stability, etc.

75. Formal vs. Informal Leadership
Not all leadership based on official position
Individuals who are assigned titles and positions of authority are expected to provide leadership- formal leadership
Plenty of people who have formal leadership positions but don’t provide strong leadership (can leave organization lacking direction/purpose)
Individuals who don’t have official positions of leadership but exhibit leadership qualities and help create vision of company- informal

76. What Makes an Effective Leader

77. Leadership Traits Drive: highly motivated individuals
Desire to Lead: want to have leadership roles and functions
Honesty/Integrity: essential to inspiring confidence and trust from followers
Self Esteem/Self-Confidence: lack of these creates doubts and insecurities
Open-Mindedness: recognize innovation is valuable and are open to other ideas
Intelligence: cognitive ability as well as relational and emotional intelligence
Extraversion: outgoing and social in personalities
Not all good leaders have to be extraverts (Bill Gates, Mark Zuckerberg)

79. Knowledge of the Business and Styles of Leadership
Lack of knowledge and experience is almost impossible to overcome
Trait based analysis of leaders is common approach and analyzing leadership styles
Task Centered or Employee Centered
Task: focus on giving instructions to group members to reach achievement
Employee: focus less on objective actions and more on building relationships between followers
Title: Pawn in a gam. Authored by: Markus Spiske. Located at: License: Unsplash License

80. Autocratic, Democratic, or Laissez-faire
Autocratic: makes decisions without employee involvement- authoritarian
Democratic: involves employee team in decision-making
Laissez-faire: hands-off approach to leadership- employees make own decisions
“A good leader inspires people to have confidence in the leader. A great leader inspires people to have confidence in themselves.” – Eleanor Roosevelt.

81. Effective vs. Poor Leadership

82. Understanding Effective vs. Poor Leadership
Compare examples of effective and poor leadership
What do these traits and styles look like in practice?
Will be looking at real-world examples of good and bad leadership to help deepen understanding
Looking at individuals with positive and negative leadership qualities in next slides
Title: Lost in the weeds. Authored by: Jonny Caspari. Located at: License: Unsplash License

83. Warren Buffett, Berkshire Hathaway
One of the wealthiest men in the world through leadership of investment company
Thousands travel to hear his meetings and has become very successful
Work is to identify companies for purchase he believes are well- managed for success
Presents a vision, stands firmly behind it, and inspires others
Always truthful and an optimist
Warren Buffett in 2010.jpg. Authored by: USA White House. Located at:  Domain: No Known Copyright

84. Martin Winterkorn, Volkswagen
Set ambitious goals to dominate the world auto market by 2018
Forecast for achieving those goals was very positive based on progress of company and Winterkorn’s ambition and dedication
Shocking news of scandal within company disrupted upward trajectory- manufacturer installed secret software that would falsify emission screening
Now his name stands as leadership that shouldn’t be imitated
Title: Martin Winterkorn. Authored by: Volkswagen AG. Located at: License: CC BY

85. Carrie Tolstedt, Wells Fargo
Praised highly as leading businesswoman, earned many awards
Believed banking was all about serving others and helping them financially succeed
Revelations were made of fraudulent account creations within bank
Further criticism showed that she didn’t show significant concern for harm done to customers
Title: Carrie Tolstedt. Authored by: Fortune Magazine. Located at: License: CC BY

86. Ginni Rometty, IBM IBM is successful tech company for over 100 years
Much of its legacy is in field of computer hardware systems
Overseen significant shift of focus for company
Democratic, soft-spoken leadership style enabled her to be successful
Ginni Rometty at the Fortune MPW Summit in 2011.jpg. Authored by: Asa Mathat / Fortune Live Media. Located at:  BY: Attribution

87. Larry Page, Google
Demanding and highly motivated and success of Google is outstanding
Employees rate work environment highly- committed to pursuing innovation
“Demanding” aspect arises from desire to pursue innovation- doesn’t create fear of failure for employees
Larry Page in the European Parliament, (cropped).jpg. Authored by: Stansfield PL. Located at:  BY-SA: Attribution-ShareAlike

88. Situational Theories of Leadership

89. Understanding Situational Theories of Leadership
Work on the assumption that the most effective style of leadership changes from situation to situation
Leader must be able to adapt his style and approach to different circumstances
Example: some employees function better under leader who is more autocratic while others prefer leader to step back and give others chance
Not all industries require same skills and leadership traits- many theories developed

90. Hersey and Blanchard’s Situational Leadership Theory
Suggests need to match two key elements correctly: leadership style of the leader and maturity/preparedness of the followers
Main leadership approaches- telling, selling, participating, delegating
Four levels of follower maturity- low competence and commitment (M1), low competence and high commitment (M2), high competence and low commitment (M3), and high competence and commitment (M4)
Key to successful leadership is matching proper leadership style to maturity level
Image: Levels of Follower Maturity. Authored by: Aaron Spencer and Lumen Learning. License: CC BY: Attribution

91. Goleman’s Model of Situational Leadership
Theory incorporates development of the concept of “emotional intelligence”
Pacesetting: sets aggressive goals and standards for each employee
Authoritative: provides direction and goals and expects team to follow lead
Affiliative: praises and encourages employees refraining from criticism
Coaching: focuses on helping individuals build skills and develop talents
Democratic: involves followers in process by seeking their opinion
Coercive: ultimate authority and demands immediate compliance
Title: Daniel Goleman. Authored by: World Economic Format. Located at: License: CC BY

92. Normative Decision Theory
Guide in determining optimum amount of time and group input that should be committed to a decision
Number of options for leader
Key Questions: is decision quality important? Does the leader have enough information to make a decision? Is the problem structured and easily analyzed? Do members have high levels of competence in working as a group?

93. Transformational and Transactional Theories of Leadership

94. Transformational and Transactional Theories of Leadership
Transactional Leadership
Transformational Leadership
Motivation is derived from an arrangement whereby employees are rewarded for accomplishing goals set for them
When sales representatives are paid on commission or given bonuses
Assume that the desires of the leader and the follower are not the same- must provide motivation
Four categories:
idealized influence
inspirational motivation
intellectual stimulation
individualized consideration

95. Quick Review
How does one differentiate between leadership and management?
Can you identify the traits of effective leaders?
Are you able to differentiate between task-centered and employee- centered leadership and behavior? Between autocratic, democratic, laissez-faire, relationship-oriented, task-oriented, and people- oriented styles of leadership?
Are you able to compare examples of effective and poor leadership?
Please summarize the situational theories of leadership.
Can you summarize transformational and transactional leadership theories?