1. Culture and Leadership

2. Leadership Theories  Great Man Theory Leaders are born not made. Great leaders will emerge when there is a great need.  Trait Theory > Based on a combination genetics and socialization, each of us develops a unique set of traits. > Some traits are particularly suited to leadership. According to this perspective, people who make good leaders have the right (or sufficient) combination of traits.

3. Leadership Theories  Behavioral Theory Leaders can be made, rather than are born. Successful leadership is based on definable, learnable behavior. - Role Theory - The Managerial Grid

4. Leadership Theories  Participative Leadership > Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions. > People are more committed to actions where they have involved in the relevant decision-making. > Several people deciding together make better decisions than one person alone. - Lewin’s leadership styles - Likert’s leadership styles

5. Leadership Theories  Situational Leadership The best action of the leader depends on a range of situational factors. - Hersey and Blanchard’s Situational Leadership - Vroom and Yetton’s Normative Model - House’s Path-Goal Theory of Leadership

6. Leadership Theories  Contingency Theories The leader’s ability to lead is contingent upon various situational factors, including the leader’s preferred style, the capabilities and behaviors of followers and also various other situational factors. - Fiedler’s Least Preferred Co-worker (LPC) Theory - Cognitive Resource Theory - Strategic Contingencies Theory

7. Leadership Theories  Transactional Leadership > People are motivated by reward and punishment. > Social systems work best with a clear chain of command. > When people have agreed to do a job, a part of the deal is that they cede all authority to their manager. > The prime purpose of a subordinate is to do what their manager tells them to do. - Leader-Member Exchange (LMX) Theory

8. Leadership Theories  Leaders as change agents.  Transformational theory has been one of the most highly utilized leadership theories of the past twenty years, within both organizational research and practice. In addition, transformational theory is useful as it includes a full range of leadership styles that cover transformational, constructive transactional and passive-avoidant leadership.

9. Transformational Leadership  Transformational Leadership > People will follow a person who inspires them. A person with vision and passion can achieve great things. > The way to get things done is by infecting followers with enthusiasm and energy. - Bass’ Transformational Leadership Theory - Burns’ Transformational Leadership Theory - Kouzes and Posner’s Leadership Participation Inventory

10.  Gill, Levine & Pitt (1998) believe that the ‘new, post- bureaucratic organization’ will require transformational leadership that enables flexibility, horizontal networks, high-trust relationships, adaptability to change and uncertainty, innovation and empowerment of employees. Gill et al. propose that such leadership will lead to the necessary re- invention of organizational cultures into forms that will meet the new organizational requirements for success.

11. Recapping Leadership Without the Fancy Theoretical Jargon Models of Leadership  Directive/Supportive Behavior model  Directive vs. nondirective leaders  Supportive vs. non-supportive leaders

12. Supportive Directive Non- Directive Non-Supportive

13. The Gamesman Model (Michael Maccoby) Four Leadership Styles  The Spectator  The Technician  The Jungle Fighter  The Gamesman