1. Leadership What Does Leadership Involve?
Trait Behavioral Theories of Leadership
Situational Theories
From Transactional to Charismatic Leadership
Additional Perspectives on Leadership

2. Leadership
Leadership influencing employees to voluntarily pursue organizational goals

3. The Ohio State Leadership Quadrants
High
Structure
And
Consideration
Low
(high)
consideration
(low)
(low)
Initiating Structure
(high)
The Ohio State Leadership Quadrants

4. Representation of Fiedler’s Contingency Model
Situational Control
High Control Situations
Moderate Control Situations
Low Control Situations
Leader-member relations
Good
Poor
Task Structure
High
Low
Position Power
Strong
Weak
Situation I II
III IV V VI
VII
VIII
Optimal Leadership Styles
Task-motivated leadership
Task-Motivated Leadership
Relationship-Motivated Leadership

5. House’s Revised Path-Goal Theory
Employee Characteristics
Locus of control
Task ability
Need for achievement
Experience
Need for clarity
Leader Behaviors
Path-goal clarifying
Achievement oriented
Work facilitation
Supportive
Interaction facilitation
Group oriented-
decision making
Representation and
networking
Value based
Leadership Effectiveness
Employee motivation
Employee satisfaction
Employee performance
Leader acceptance
Work-unit performance
Environmental Factors
Task structure
Work group dynamics

6. Types of Leadership
Charismatic Leadership
Followers make attribution of heroic or extraordinary leadership abilities when they observe certain behaviors
Transactional Leadership
Leaders who guide or motivated their followers in the direction of established goals by clarifying role and task requirements
Transformational Leadership
Leaders who provide individualized consideration and intellectual stimulation
Visionary Leadership
The ability to created and articulate a realistic, credible, attractive vision for the future of an organization

7. The Leader-Member Exchange (LMX Model)
This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes.
in-group exchange: a partnership characterized by mutual trust, respect and liking
out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking
Research supports this model

8. Substitutes for Leadership
14-12
Substitutes for Leadership
Represent situational variables that can substitute for, neutralize, or enhance the effects of leadership.
Research shows that substitutes for leadership directly influence employee attitudes and performance.

9. Substitutes for Leadership
Characteristic Of the Subordinate
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
Ability, experience, training, knowledge X
Need for independence
“Professional” orientation
Indifference toward organizational rewards

10. Substitutes for Leadership
Characteristic
Of the Task
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
Unambiguous and routine X
Methodically invariant
Provides its own feedback concerning accomplishment
Intrinsically satisfying

11. Substitutes for Leadership
Characteristic
Of the Organization
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
Formalization X
Inflexibility
Highly specified and active advisory and staff functions
Closely knit, cohesive work groups

12. Substitutes for Leadership
Characteristic
Of the Organization Cont.
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
Organizational rewards not within the leader’s control X
Spatial distances between superior and subordinates

13. Servant Leadership
Servant Leadership focuses on increased service to others rather than to oneself

14. Characteristics of Servant- Leader
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment to the growth of the people
Building Community

15. The Managerial Grid
High 9
1,9
9,9
Country club management
Team management 8
Thoughtful attention to needs
Work accomplishment is from
of people for satisfying relation-
committed people who have a
ships leads to a comfortable,
"common stake" in organization's
friendly organization atmos-
purpose.This leads to relationships 7
phere and work tempo.
of trust and respect. 6
Concern for people 5
5,5
Material pertinent to this illustration is found on pages
The results based on the findings of Blake and Mouton are consistent with those of the Ohio and Michigan studies.
Managers were found to perform best under a 9,9 (team management style), as contrasted, for example, with a 9,1 (authority-obedience) or 1,9 (country club) style.
However, there is little substantive evidence to support the conclusion that a 9,9 style is most effective in all situations. 4
Middle-of-the-road management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale 3
1,1
of people at a satisfactory level.
9,1
Impoverished management
Authority-obedience
Exertion of minimum effort
Efficiency in operations results 2
to get required work done is
from arranging conditions of
appropriate to sustain
work in such a way that human
organization membership.
elements interfere to a minimum
degree.
Low 1 1 2 3 4 5 6 7 8 9
Low
High
Concern for production

16. SOUL
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power
MIND
Rational
Consulting
Persistent
Problem solving
Tough- minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
Position power

17. Follower Readiness S2 S3 S4 S1 Participating Selling Telling
High
Explain
Decisions
& provide
Opportunity
For
clarification
Share ideas
And facilitate In
Decision
making
Participating
Selling
Telling
Supportive Behavior
Delegating
Provide
Specific
Instructions
And closely
Supervise
performance
Turn over
Responsibility
for decision
And
implementation S4 S1
Low
low
Task Behavior
High
Follower Readiness
High
Low
High
Low
High ( R4 )
Moderate high R3
R2 Moderate Low
Low ( R1 )
Able and
Willing or
Confident
Able but
Unwilling or
Insecure
Unable but
Willing
Or Confident
Unable and
Unwilling
Or insecure

18. “From Chaos to Self-Management
Group Readiness
“From Chaos to Self-Management
Group
Readiness
Level 1
“Chaos”
Level 2
Level 3
Level 4
“Self managing Group”
Goal
Goal
Goal
Goal
Goal Alignment at Different Group Readiness Levels

19. The Leader’s Situational Role
Group Leadership
The Leader’s Situational Role M M
Leader
Leader
Involving
Participating
Clarifying
Selling R3 R2
Leader M
Leader M M M M M M M M M
Empowering Delegating
Defining
Telling R4 R1
The Leader’s Situational Role in Groups (M= member)

20. Organizational Readiness
High
Enlisting
Facilitate
Commitment
& Participate
in Decision
& Implementation
Enabling
Envision and
Develop the
Required
actions
& Roles S3 S2
Inspiring Actions
Endorsing
Enforcing
Sponsor the
Transformation
& Monitor
Progress
Destroy the
Status Quo
& Implement
New Structure S4 S1
Low
Low
Structuring Actions
High
High
Organizational Readiness
Low
OR-4
OR-3
OR-2
OR-1
Source of
Power
Versatile
Integrated
Committed
Perceptive But
Divided &
Ambivalent
Inept but
Cooperative
& Concerned
Fixated
Fragmented
Resistant
Source: Hersey, Paul & Blanchard, Kenneth with Johnson, Dewey E, “Management of Organizational Behavior” 7th Edition, USA, Prentice –Hall, P.533.

21. OR-3 OR-4 OR-1 OR-2 Flexible with Regard to External Environment
(Able)
Competing
Culture
Learning
Culture
Perceptive but
Divided &
Ambivalent
Versatile
Integrated
Committed
Organizational Commitment
(Willing)
Parochial
Orientation
(Unwilling)
OR-3
OR-4
OR-1
OR-2
Fixated
Fragmented
& Resistant
Inept but
Cooperative
& Concerned
Stagnating Culture
Conserving
Culture
(Unable)
Rigid with Regard to Status Quo
Source: Hersey, Paul & Blanchard, Kenneth with Johnson, Dewey E.1996 , “Management of Organizational Behavior” 7th Edition, USA, Prentice –Hall, P.529.