2. Define leader and leadership
Compare and contrast early leadership
theories
Describe the four major contingency
leadership theories
Describe modern views of leadership and the
issues facing today’s leaders
Discuss trust as the essence of leadership
3. Leader
Someone who can influence others and who has
managerial authority
Leadership
The process of leading a group and influencing that
group to achieve its goals
4. Trait Theories of Leadership
Theories that isolate characteristics (traits) that
differentiate leaders from non-leaders
5. 1) Drive “high effort level”
2)Desire to lead “strong desire to influence and
lead others”
3)Honesty & integrity “ build trusting
relationships with followers by being truthful”
4)Intelligence “to gather large amount of
information and be able to create vision ,solve
problems and make correct decisions.
6. 5)Self-confedance “ in order to convince
followers of the rightness of their goals and
decisions
6)job-relevant knowledge “high degree of
knowledge about the company , industry, and
technical matters.
7)Extravision “ are energetic, lively people,
sociable, and rarely silent or withdrawn
8. Behavior
The actions of people
Behavioral Theories of
Leadership
Theories that isolate
behaviors that
differentiate effective
leaders from ineffective
leaders
9. 1)Autocratic Style
A leader who
centralizes
authority, dictates
work methods, makes
unilateral
decisions, and limits
employee
participation
10. 2)Democratic Style
A leader who involves
employees in decision
making, delegates
authority, encourages
participation in
deciding work
methods, and uses
feedback to coach
employees
11. 3)Laissez-Faire Style
A leader who
generally gives
employees complete
freedom to make
decisions and to
complete their work
however they see fit
12. Identified two categories that accounted
for most of the leadership behavior
INITIATING STRUCTURE CONSIDERATION
The extent to which a The extent to which a leader
leader defines and has job relationships
characterized by mutual
structures his or her role trust, respect for employees’
and the roles of ideas, and regard for their
employees to attain feelings
goals
13. High- high style generally produced positive
outcomes
14. Also developed two dimensions of
leadership behavior
EMPLOYEE ORIENTED PRODUCTION ORIENTED
A leader who emphasizes A leader who emphasizes
the people aspects. the technical or task
Accept individual aspects
differences among Concern mainly with
members accomplishing their group
task.
15. Production oriented have lower group
productivity and lower worker satisfaction
Employee Oriented have high group
productivity and higher job satisfaction
16. Situational Leadership Theory (SLT)
A leadership contingency theory that focuses on
followers’ readiness
Readiness
The extent to which people have the ability and
willingness to accomplish a specific task
17. Telling (high task–low relationship)
The leader defines roles and tells people what, how,
when, and where to do various tasks
Selling (high task–high relationship)
The leader provides both directive and supportive
behavior
18. Participating (low task–high relationship)
The leader and followers share in decision making;
the main role of the leader is facilitating and
communicating
Delegating (low task–low relationship)
The leader provides little direction or support
19. Unable Unable Able Able
Unwilling Willing Unwilling Willing
Not competent or Motivated but Competent but Competent and
confident lack of don’t want to do confident
experience something
R1 R2 R3 R4
20. Transactional Leaders
Leaders who lead primarily by using social
exchanges (or transactions)
more concerned with maintaining the normal flow
of operations
does not look ahead in strategically guiding an
organization to a position of market leadership;
instead, these managers are solely concerned with
making sure everything flows smoothly today.
21. Transformational Leaders
Leaders who stimulate and inspire (transform)
followers to achieve extraordinary outcomes
goes beyond managing day-to-day operations and
crafts strategies for taking his company, department
or work team to the next level of performance and
success.
set goals and incentives to push their subordinates
to higher performance levels, while providing
opportunities for personal and professional growth
for each employee.
22. Charismatic Leaders
Enthusiastic, self-confident
leaders whose personalities
and actions influence people to
behave in certain ways
Visionary Leadership
The ability to create and
articulate a
realistic, credible, and
attractive vision of the future
that improves on the present
situation
23. Credibility
The degree to which
followers perceive
someone as honest,
competent, and able
to inspire
Trust
The belief in the
integrity, character,
and ability of a leader