The document discusses various theories and approaches to leadership including trait, behavioral, contingency, situational, and transformational models. It also covers newer perspectives like servant leadership as well as examining the roles of a leader in coaching, motivating employees, and different motivation theories. Additionally, the relationship between leadership and organizational culture is discussed.
2. OUTLINE
• Learning objectives
• Introduction
– What is leadership?
– Trait and behavioural approaches
– Contingency and situational models
– Transactional, charismatic and transformational leaders
• Newer perspectives on leadership
– Contingency based
– Leader as Servant and the Postmodern
• Leader as coach and motivator
– Coaching competencies
– Motivation
– Opponent Process Theory of Leadership
– Content and Process
• Positive leadership
– Less positive: Narcissistic leadership
• Leadership and Culture
3. LEARNING OBJECTIVES
After completing this topic you will be able to:
1. Define what is meant by leadership and coaching
2. Evaluate critically the main approaches to leadership
theory
3. Understand the changing role of the leader
4. Understand the assumptions underlying motivation
theories and their relevance to leadership and coaching
5. Identify the emerging and alternative approaches to
leadership and the value of self-leadership
6. Evaluate the concepts of positive psychological capital
and authentic leadership
7. Understand the complex relationship between
leadership and culture
4. INTRODUCTION
• Leadership is
– The process of directing, controlling,
motivating, and inspiring staff toward the
realization of stated organizational goals
• A leader
– Leads people as a ruler
– Inspires people as a motivator
– Facilitates or guides them as a coach and
mentor
5. INTRODUCTION
Leadership traits and behaviours
• Trait theories assume certain measurable
characteristics exist that are unique to leaders
• Behavioural theories attend only to
observable behaviours and how leaders act
• Situational and contingency approaches
emphasize contextual factors as key to
leadership effectiveness
7. PATH–GOAL LEADERSHIP
Directive The directive leader clarifies goals, what must be done to achieve
them, and the outcomes of achieving the goals. They use
rewards, discipline, and punishment and are mostly task oriented
Supportive The supportive leader shows concern for the needs – especially
psychological – and the aspirations of people at work. They
provide a supportive and enjoyable working environment
Participative The participative leader actively seeks and encourages the input
and involvement of staff in decision-making and other work-
related issues
Achievement-
oriented
The achievement-oriented leader, as the name suggests, expects
from people the highest commitment to excellence both at a
personal and an organizational level. This type of leader believes
that work should be challenging and that people will strive
toward achieving these goals by assuming responsibility
Networking The networking leader knows how to play the political power
games to acquire resources, to achieve goals, and to create and
maintain positive relationships
Values-based The values-based leader is skilled in creating, sharing, and
inspiring vision, and in ensuring that the organization and its
people are guided by that vision and the values related to that
vision
8. SITUATIONAL LEADERSHIP
MODEL
• A leader is expected to use the appropriate style
based on the subordinates’ readiness and
willingness to be led by others.
• Four leadership styles or roles
– Delegating (S4)
– Participating (S3)
– Selling (S2)
– Telling (S1)
• To be used according to follower readiness
– Willing and able (R4)
– Unwilling and able (R3)
– Willing and unable (R2)
– Unwilling and unable (R1)
9.
10. TRANSACTIONAL LEADERS
• Transactional leaders do critical management
functions such as role clarification and task
requirements, and allocate and provide rewards
and punishments
• They adhere to organizational policies, values,
and vision and are strong on planning,
budgeting, and meeting schedules
• They are less people focused and more task
oriented
11. CHARISMATIC LEADERS
• Charismatic leaders have a motivating effect
upon people and are able to create grand visions
about an idealized future
• They are able to unify people toward that vision
and to foster conditions of high trust
• They are unlikely to follow through, and can
exhibit cult-like behaviors
12. TRANSFORMATIONAL
LEADERS
• Transformational leaders inspire change and
innovation
• They deal mainly with abstract and intangible
concepts like vision and change
Full-range leaders
• Transactional and transformational
• Passive–avoidant
13. NEWER PERSPECTIVES
Contingency based
– Substitutes to leadership
– Neutralizes
Postmodern based
– The leader as servant
• S is for Servant
• E is for Empowers
• R is for Recounter of stories
• V is for Visionary
• A is for Androgynous
• N is for Networker
• T is for Team builder
14. LEADER AS COACH
• Coaching is the process of developing and
enhancing employees’ job competencies and
capabilities through constructive suggestions
and encouragement
• Mentoring is the process of passing on the job
expertise, skills, and knowledge in order to
develop a protégé
15. COACHING
COMPETENCIES
• Trust building
• Empathy
• Active listening
• Influence tactics
• Set goals
• Monitor
performance
• Feedback
• Encourage positive
actions
• Discourage negative
actions
16. LEADER AS MOTIVATOR
• Motivation is the psychological processes that
drive behaviour toward the attainment or
avoidance of some object
• The object may be a person or relationship,
an abstract concept such as love, or a
material good such as money
17. LEADER AS MOTIVATOR
• Opponent Process Theory of Leadership
states if a leader is stimulated in a positive or
negative way, he or she will have an opposite
reaction once that stimulus is removed
(Hollenbeck et al., 2014)
• This theory of leadership promises some very
interesting insights into leadership and we
envisage its growth
18. MOTIVATION
Theory X and Theory Y
• Theory X is a managerial orientation that
views employees as lazy, self-interested, and
requiring control and coordination
• Theory Y is a managerial orientation that
views employees as motivated by feelings of
self-worth, and seek autonomy, fulfilment,
and meaningfulness at work
19. MOTIVATION
• Content theories: those contents within us
which drive us (e.g. Maslow)
• Process theories: the cognitive and affective
processes involved in motivation
• Intrinsic motivation refers to internal factors
that drive behaviour such as enjoyment, self-
expression, etc.
• Extrinsic motivation refers to external factors
that drive behaviour such as money,
avoidance of punishment, etc.
20. MOTIVATION
• Self-determination theory (SDT)
– A theory of motivation that emphasizes our
intrinsic needs for being seen as competent, liked,
and free from control of others
– A critical component of SDT is that emphasis is
placed on social context
– A strong need for feeling competent, relatedness,
and a sense of autonomy all occur in social
contexts, and are core to SDT
21. POSITIVE PSYCHOLOGY OF
LEADERSHIP
• Authentic leaders build positive psychological
capital (PPC); they possess self-awareness,
integrity, confidence, and self-control; are
positive and optimistic; are resilient and future
oriented
• PPC refers to positive states such as hope,
resilience, optimism, and self-efficacy created
through authentic leadership
22. LESS THAN POSTIVE
LEADERSHIP?
• Narcissism is a personality disorder typified by
high levels of grandiose behaviours and
thoughts, and can be typified by patronizing,
disdainful behaviours and comments:
narcissists appear to think they are superior
• Narcissistic Leadership
– Constructive (Yes) or destructive (Yes)
23. LEADERSHIP AND
CULTURE
GLOBE leadership study’s six styles
– Charismatic/values-based leadership, which refers to
leadership that is perceived to be visionary, inspirational,
self-sacrificing, and operates decisively with integrity
– Team-oriented leadership is collaborative, team playing,
diplomatic, caring for others, and administratively
competent
– Humane leadership operates with modesty and humanely
– Participative leadership is democratic and participative
– Self-protective leadership is self-centred, status conscious,
face-saving, and procedurally oriented
– Autonomous leadership is highly individualistic,
independent, autonomous, and unique
24. CASE STUDY
CLIF Bar
1. What do you think the moral of the story is?
2. Would we still call it effective leadership or
even authentic leadership if CLIF Bar had gone
bankrupt instead of increasing in revenues?
3. How is CLIF Bar’s authenticity expressed in its
employment and environmental policies? What
do you think the advantages of these policies
might be?
Thank you to Tara S. Wernsing and James B. Avey
