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24200794 Leadership Applied Theory
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Transcript of 24200794 Leadership Applied Theory
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LEADERSHIP
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LEARNING OBJECTIVE
What do leaders do?
How leadership is established?
What types o people be!o"e #oodleaders?
How leaders adapt their beha$ior to ea!h
sit%atio&?'(ills esse&tial or ee!ti$e leadership?
How leaders %se power ) i&l%e&!e?
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CONCEPT
NATURE OF LEADERSHIP
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WHAT *O LEA*ER' *O?
I&itiate ideas
'et #oals
Or#a&ise ) str%!t%rewor(
"a(e de!isio&s
'ol$e proble"s
Ge&erate e&th%sias"Trai& ) de$elop
e"ployee s(ills
Co""%&i!ate or"ally
with s%bordi&ates
I&or"ally i&tera!t with
s%bordi&ates
'ta&d %p or ) s%pport
s%bordi&ates
Ta(e respo&sibility
*e$elop #ro%p
at"osphere
Reward ) p%&ish
s%bordi&ates
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'+ECI,IC LEA*ER '-ILL'
ORGANI'ING
ANAL.'I' )*ECI'ION /A-ING
+LANNING
CO//0NICATION
*ELEGATION
WOR- HABIT'
CARE,0LNE''
INTER +ER'ONAL'-ILL'
JOB -NOWLE*GE
ORGANI'ATIONAL
-NOWLE*GE
TO0GHNE''
INTEGRIT.
*EVELO+/ENT TO
OTHER'LI'TENING
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LEADERSHIP SKILLSTECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
CONCEPTUALCONCEPTUAL
HUMANHUMAN
TECHNICALTECHNICAL
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10ALITIE' O, A GOO* LEA*ER
ENERGY =FLEXIBILITY OF MIND
EMOTIONAL MATURITY =ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHY
PERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCEINTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE
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WHAT /A-E' A LEA*ER?
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TRUSTWORTHINESS TOPS THE LISTTRUSTWORTHINESS TOPS THE LIST
2INTEGRIT. I' HONE'T.CARRIE*
THRO0GH THE ,IBRE' O, THE BEING
AN* THE WHOLE /IN*3 INTO THO0GHTA' WELL A' INTO ACTION 'O THAT THE
+ER'ON I' CO/+LETE IN HONE'T.4
THAT -IN* O, INTEGRIT. I +0T ABOVE
ALL EL'E A' AN E''ENTIAL O,LEA*ER'HI+56+earl4'4 B%!(3 wi&&er o
789: Nobel +ri;e or literat%re
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What Is La!"sh#$?
management
Use of authority inherent indesignated formal rank toobtain compliance fromorganizational members
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LEA*ER'HI+LEA*ER'HI+ is diere&t ro"
"a&a#e"e&tLeadership !o"ple"e&ts "a&a#e"e&t< it
does&=t repla!e it4
/a&a#e"e&t is abo%t !opi with!o"ple>ity6Leadership is abo%t !opi
with !hae
/a&a#e"e&t i&$ol$es pla&&i )
b%d#etior#a&i;i ) stai<
Leadership is abo%t setti dire!tio& )
ali#&i people
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LEA*ER'HI+LEA*ER'HI+ is diere&t ro"
"a&a#e"e&t
Ma%a&'%t %s("s $)a% a**+'$)#sh'%t
,- *+%t"+))#%& . $"+,)' s+)/#%& 0 pushing in
the right direction12h#) )a!"sh#$ "3(#"s
'+t#/at#%& . #%s$#"#%&(satisfying needs
&drives).
La!"sh#$ %!s t+ *"at *ha))%%&+$$+"t(%#t#s4
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Theories o Leadership
leadership
Behavioral theory
Trait theory
Situational theory
Charismati theory
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LEADERSHIP TRAITS
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TRAIT THEOR.
+H.'ICAL TRAIT'
ABILIT.6INTELLIGENCE3,L0ENC. O, '+EECH3
-NOWLE*GE
+ER'ONALIT.
6ETROVER'ION6INTROVER'ION3
*O/INANCE3 +ER'ONAL
A*J0'T/ENT3 'EL,CON,I*ENCE3 INTER
+ER'ONAL 'EN'I'TIVIT.3
E/OTIONAL CONTROL
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T"a#t Th+"#s
Leadership TraitsLeadership Traits@@
5 A"bitio& a&d e&er#yA"bitio& a&d e&er#y
5 The desire to leadThe desire to lead
5 Ho&esty a&dHo&esty a&di&te#rityi&te#rity
5 'el6!o&ide&!e'el6!o&ide&!e5 I&telli#e&!eI&telli#e&!e
5 Job6rele$a&tJob6rele$a&t(&owled#e(&owled#e
Leadership TraitsLeadership Traits@@
5 A"bitio& a&d e&er#yA"bitio& a&d e&er#y
5 The desire to leadThe desire to lead
5 Ho&esty a&dHo&esty a&di&te#rityi&te#rity
5 'el6!o&ide&!e'el6!o&ide&!e
5 I&telli#e&!eI&telli#e&!e
5 Job6rele$a&tJob6rele$a&t(&owled#e(&owled#e
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T"a#t Th+"#s
Li"itatio&sLi"itatio&s@@
5 No %&i$ersal traits that predi!t leadershipNo %&i$ersal traits that predi!t leadership
i& all sit%atio&s4i& all sit%atio&s4
5 Traits predi!t beha$ior better i& 2wea(5Traits predi!t beha$ior better i& 2wea(5
tha& 2stro sit%atio&s4tha& 2stro sit%atio&s4
5 0&!lear e$ide&!e o the !a%se a&d ee!t0&!lear e$ide&!e o the !a%se a&d ee!t
o relatio&ship o leadership a&d traits4o relatio&ship o leadership a&d traits4
5 Better predi!tor o the appeara&!e oBetter predi!tor o the appeara&!e o
leadership tha& disti%ishi ee!ti$eleadership tha& disti%ishi ee!ti$e
a&d i&ee!ti$e leaders4a&d i&ee!ti$e leaders4
Li"itatio&sLi"itatio&s@@
5 No %&i$ersal traits that predi!t leadershipNo %&i$ersal traits that predi!t leadership
i& all sit%atio&s4i& all sit%atio&s4
5 Traits predi!t beha$ior better i& 2wea(5Traits predi!t beha$ior better i& 2wea(5
tha& 2stro sit%atio&s4tha& 2stro sit%atio&s4
5 0&!lear e$ide&!e o the !a%se a&d ee!t0&!lear e$ide&!e o the !a%se a&d ee!t
o relatio&ship o leadership a&d traits4o relatio&ship o leadership a&d traits4
5 Better predi!tor o the appeara&!e oBetter predi!tor o the appeara&!e o
leadership tha& disti%ishi ee!ti$eleadership tha& disti%ishi ee!ti$e
a&d i&ee!ti$e leaders4a&d i&ee!ti$e leaders4
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+ER'ONAL
CHARACTERI'TIC'A*A+TABLEA*A+TABLE ,RIEN*L.
A''ERTIVE HONE'T
CHARI'/ATIC INTELLIGENTCREATIVE /A'C0LINE
*ECI'IVE*ECI'IVE O0TGOING
*O/INANT 'EL,6CON,I*ENT'EL,6CON,I*ENTENERGETIC WI'E
ETROVERTE*
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TRAIT'TRAIT'
INTELLIGENCE )
-NOWLE*GE
ABILIT. TO ,OC0'
ATTENTION
A/BITION ) ENERG.
E/+HA'I' ON CO//ON
VAL0E'
'TA.ING IN TO0CH WITH
+EO+LE6INTER +ER'ONAL
'EN'ITIVIT.
INITIATIVE
'EL, CON,I*ENCE
ANAL.TICAL ABILIT.
CHARI'/A
CREATIVIT.,LEIBILIT.
/ANAGING CHANGE
AVOI*ING *O6IT6ALLI'/
,ACING 0+ TO ,AIL0RE
*E'IRE TO LEA*INTEGRIT.
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/O'T 'TABLE TRAIT
'EL, /ONITORING
CHANGE BEHAVIOR
TO /EET *E/AN*'
O, 'IT0ATION OR
+ER'ON WITH WHO/
*EALING
LEA*ER'HI+
/OTIVATION+ATTERN6TA'-
,OC0'
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LEA*ER E/ERGENCE $s LEA*ER
+ER,OR/ANCELIKELIHOOD THAT
A PERSON WOULD
BECOME ALEADER
INDICATES THAT
EXCELLENT
LEADERS POSSESSCERTAIN
CHARACTERISTICS
THAT POOR
LEADERS DO NOT!ELATIONSHIP BET THE " # T!AITS$ NEE%S &
O!IENTATION
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LeadershipTraits
Enthusiasm
Sel' Con'idene%etermination
Intelli(ene%ominane
Physial
Soia)ility
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BEHAVIORAL DIMENSIONS OF
LEADERSHIP
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Bha/#+"a) Th+"#s
5 Trait theory@Trait theory@
Leaders are born, not made.Leaders are born, not made.
5 Beha$ioral theory@Beha$ioral theory@
Leadership traits can be taught.Leadership traits can be taught.
5 Trait theory@Trait theory@
Leaders are born, not made.Leaders are born, not made.
5 Beha$ioral theory@Beha$ioral theory@
Leadership traits can be taught.Leadership traits can be taught.
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BEHAVIOR THEORIE'EXPLAINS REASONS . CAUSES OF
EFFECTIVE LEADERSHIP
SPECIFIC BEHAVIORAL 6UALITIESCOULD BE ATTRIBUTED TO
LEADERSHIP
LEADERSHIP CAN BE TAUGHT
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LEA*ER'HI+ BEHAVIOR $s TRAIT'
A++RO+RIATE BEHAVIOR AN*
ACTION'
TRAIT' +ROVI*E LATENT
+OTENTIAL O, A LEA*ER WHILE
BEHAVIOR *E/ON'TRATE' IT
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Leader Beha$ior
Leader Charateristis Leaders HierarhialPosition
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'T0*IE' ON BEHAVIORAL THEORIE'
OHIO 'TATE6INITIATING 'TR0CT0RE' WOR- )
WOR- RELATION'HI+' ,OR ATTAIN/ENT O,
GOAL') CON'I*ERATION O, JOB
RELATION'HI+' WITH TEA/ /E/BER'
0NIVER'IT. O, /ICHIGAN 'T0*IE'6E/+LO.EE
ORIENTE* ) +RO*0CTION ORIENTE*
/ANGERIAL GRI*6+EO+LE CONCERN )
+RO*0CTION CONCERN 868D
'CAN*INAVIAN 'T0*IE'6 *EVELO+/ENT
ORIENTATION
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Oh#+ Stat St(!#s
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U%#/"s#t- +7 M#*h#&a% St(!#s
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Th
Ma%a&"#a) G"#!
E H I B I T 11-1
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S*a%!#%a/#a% St(!#s
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RELATION'HI+ BETWEEN
/ANAGERIAL GRI* /GD THEOR.3
Theory a&d OHIO 'tateO'D theory
HI*HLO+
Middle o' the road
,M*-
TAS. O!IENTATION
PE!SON
O!IENTATION
HI*H
LO+
Country lu) ,M*-
Consideration ,OS-
Theory /
Impoverished ,M*-
Tas0 ,M*-
Tas0 Centered ,M*-
Initiatin( Strutures ,OS-
Theory 1
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Leadership 'tyles6 based o&
Beha$ioral Approa!h
Po2er Leadership as Li0ert3s Mana(erial Tri
Orientation Continuum Mn(t System *rid %imensional*rid
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+ower Orie&tatio&
A(t+*"at#* La!"sh#$'tri!t A%to!rat'tri!t A%to!rat
Be&e$ole&t A%to!ratBe&e$ole&t A%to!rat I&!o"pete&t A%to!ratI&!o"pete&t A%to!rat
Pa"t#*#$at#/
F" R#%
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Leadership as a !o&ti&%%"
Use o' Authority )y
mana(erArea o' 'reedom 'or su)ordinates
Autorati 4ree !ein
Ta0es Sells Presents Presents Presents %e'ines Permits
deision deision idea tentative deision pro)lems Limits
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Li(erts /a&a#e"e&t 'yste"
Leadership$ariable
A%to!rati! Be&e$ole&tA%to!rati!
+arti!ipati$e *e"o!rati!
Tr%st )Co&ide&!e
/oti$atio&
Co""%&i!atio&
I&tera!tio&6I&l%e&!e
*e!isio&"a(i
Goal 'etti)Co&trol pro!ess
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Tri *i"e&sio&al Grid
Tas8 O"#%tat#+%
R)at#+%sh#$ O"#%tat#+%
E77*t#/%ss
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CONTINGENCY OR
SITUATIONAL LEADERSHIP
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'IT0ATIONAL OR CONTINGENC.
A++ROACH FIEDLER9S CONTINGENCY MODEL:FIEDLER9S CONTINGENCY MODEL:I&l%e&!e thro%#h 'tr%!t%re ) +ower
HERSEY AND BLANCHARD9SHERSEY AND BLANCHARD9SSITUATIONAL THEORY:SITUATIONAL THEORY:'%bordi&ate ability
GRAEN9S LEADERSHIP:MEMBERGRAEN9S LEADERSHIP:MEMBEREXCHANGE THEORY:EXCHANGE THEORY:'%bordi&aterelatio&ship
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'IT0ATIONAL OR CONTINGENC.
A++ROACH *AN'ERA03GRAEN ) HAGA' LEA*ER6/E/BER ECHANGE THEOR.6 Leadership )'%bordi&ate relatio&ship
HOUSE9S PATH GOAL THEORY:HOUSE9S PATH GOAL THEORY: '%bordi&ate'%pport Re%ire"e&t
VROOM:YETTON LEADER ;PARTICIPATION:VROOM:YETTON LEADER ;PARTICIPATION:
thro%#h de!isio& "a(i
IMPACT THEORY:IMPACT THEORY:Or#a&i;atio&al !li"ate
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C+%t#%&%*- Th+"#s< F#!)"9s M+!)
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,IE*LER' CONTINGENC. /O*EL
LEA*ER'HI+ 'T.LE I' THE RE'0LT O, A
LI,ETI/E O, E+ERIENCE'
E,,ECTIVE ONL. IN CERTAIN 'IT0ATION'
60N*ER'TAN* .O0R LEA*ER'HI+ 'T.LE )
LEARN HOW TO /ANI+0LATE A 'IT0ATION 'O
THAT THE TWO /ATCH
Read yo%r Least +reerred Cowor(er s!ores4 Low
L+C '!ore leaders te&d to be tas( orie&ted3
whereas Hi#h L+C leaders te&d to be "ore
!o&!er&ed with i&ter perso&al relatio&s4
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,IE*LER' CONTINGENC. /O*EL6
Leadership thro%#h I&l%e&!e
FAVOURABLENESS OF A SITUATION IS
DETERMINED BY THREE VARIABLES:
TASK STRUCTUREDNESSTASK STRUCTUREDNESS 0'+" st"(*t("!:'+" 7a/+("a,)1 LEADER POSITIONLEADER POSITION
POWERPOWER 0&"at" th $+2" th '+"
7a/+("a,) th s#t(at#+%1 LEA*ER6/E/BERLEA*ER6/E/BER
RELATION'RELATION' 0th '+" )a!" )#8! ,-s(,+"!#%ats th '+" 7a/+("a,) th
s#t(at#+%1
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F#!)"9s M+!)< D7#%#%& th S#t(at#+%
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,IE*LER' RE'EARCH ) TRAINING
LEADERSHIP STYLE CANNOT BE
EASILY CHANGED: BUT LEADERS
CAN BE TAUGHT TO DIAGNOSESITUATIONS AND THEN CHANGE
THESE SITUATIONS TO FIT THEIR
PARTICULAR LEADERSHIP STYLE:CALLED LEADER MATCH TRAININGLEADER MATCH TRAINING
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,IE*LER' CONTINGENC. /O*EL O,
LEA*ER'HI+
5E!/
UN4A5OU!ABLE UN4A5OU!ABLE
4A5OU!ABLE5E!/
4A5OU!ABLE
ST/LE O4
LEA%E!SHIP
4A5OU!ABLENESS O4 THE SITUATION
HUMAN !ELATIONS
O!IENTE%
TAS. O!IENTE%
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F#%!#%&s 7"+' F#!)"
M+!)
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C+&%#t#/ Rs+("* Th+"-
Resear!h '%pport@
5 Less i&telli#e&t i&di$id%als
peror" better i& leadership
roles %&der hi#h stress tha&
do "ore i&telli#e&t
i&di$id%als4
5 Less e>perie&!ed people
peror" better i& leadershiproles %&der low stress tha&
do "ore e>perie&!ed
people4
Resear!h '%pport@
5 Less i&telli#e&t i&di$id%als
peror" better i& leadership
roles %&der hi#h stress tha&do "ore i&telli#e&t
i&di$id%als4
5 Less e>perie&!ed people
peror" better i& leadershiproles %&der low stress tha&
do "ore e>perie&!ed
people4
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HER'E. AN* BLANCHAR*'
'IT0ATIONAL THEOR.LI,E C.CLE /O*EL6SELECTION OFSELECTION OF
LEADERSHIP STYLE DETERMINED BYLEADERSHIP STYLE DETERMINED BY
MATURITY LEVEL OF SUBORDINATEMATURITY LEVEL OF SUBORDINATE
e"ployee sit%atio&Dter"ed as *EVELO+/ENT LEVEL reers to tas(6spe!ii!
!o"bi&atio& o
e"ployee !o"pete&!e )
"oti$atio& to peror"
E"phasis o& a& i&di$id%al e"ployees
!apabilities to %&derta(e a spe!ii! tas(
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HER'E. AN* BLANCHAR*' 'IT0ATIONAL
THEOR.
6 '%bordi&ate Ability
*e$elop"e&t sta#e Re!o""e&dedstyle
74Low Ability3 Low Willi&ess
I&se!%re
Telli 0H#&h !#"*t#+% L+2s($$+"t1
F4 Low Ability3 Hi#h Willi&ess
Co&ide&t
'elli 0H#&h D#"*t#+% H#&hS($$+"t1
94 Hi#h Ability3 Low Willi&ess
I&se!%re
+arti!ipati 0 L+2 D#"*t#+%H#&h s($$+"t1
4 Hi#h Ability3 Hi#h Willi&ess
Co&ide&t
*ele#ati L+2 D#"*t#+%L+2 S($$+"t1
H ! B) h !9
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H"s- a%! B)a%*ha"!9s
S#t(at#+%a) La!"sh#$ Th+"-
, o l l o w e
r r e a
d i & e
s s @ a
b i l i t y
a & d w i
l l i & # &
e s s
, o l l o w
e r r e a d i & e
s s @ a
b i l i t y a &
d w i l l i
& # & e
s s
Leader@ de!reasi &eed or s%pport a&d s%per$isio&Leader@ de!reasi &eed or s%pport a&d s%per$isio&
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La!";M'," E>*ha%&
Th+"-
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*AN'ERA03GRAEN ) HAGA' LEA*ER6/E/BER
ECHANGE THEOR.6 Leadership ) '%bordi&ate
relatio&shipAC-NOWLE*GE* THAT LEA*ER' ACT *I,,ERENTL.
WITH *I,,ERENT '0BOR*INATE'
*0E TO TI/E CON'TRAINT' LEA*ER' TR. ) E'TABLI'H
A 'RECIAL RELATION'HI+ WITH A GRO0+ O,'0BOR*INATE'6IN GRO0+ WHO GET /ORE TI/E )
ATTENTION THAN THE O0T GRO0+ WHO'E
RELATION'HI+ WITH LEA*ER I' BA'E* ON ,OR/AL
A0THORIT. INTERACTION
THEOR. +RE*ICT' HIGHER +ER,OR/ANCE RATING'3
LE''ER T0RNOVER ) GREATER 'ATI',ACTION WITH
'0+ERIOR O, THE IN GRO0+ IN CO/+ARI'ON WITH
THE O0T GRO0+
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LEA*ER6/E/BER ECHANGE THEOR.
:VERTICAL *.A* LIN-AGE
*.A*6RELATION'HI+ BETWEEN F +EO+LE
VERTICAL6+O'ITION O, LEA*ER ABOVE
'0BOR*INATE
LIN-AGE6INTER RELATE* BEHAVIOR
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La!":M'," E>*ha%&
Th+"-
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Path:G+a) Th+"-
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Ho%se=s +ATH GOAL THEOR.
LEA*ER ' BEHAVIOR ACCE+TE* B. '0BOR*INATE'
ONL. TO THE ETENT TO WHICH BEHAVIOR HEL+'
'0BOR*INATE' ACHIEVE THEIR GOAL'4
LEA*ER' WO0L* BE '0CCE'',0L ONL. I, THEIR'0BOR*INATE' +ERCEIVE THE/ A' WOR-ING WITH
THE/ TO /EET CERTAIN GOAL' ) I, THO'E GOAL'
O,,ER A ,AV0ORABLE O0TCO/E ,OR THE
'0BOR*INATE'
NEE*' O, '0BOR*INATE' CHANGE WITH NEW
'IT0ATION' 3 LEA*ER' NEE* TO A*J0'T THEIR
BEHAVIOR TO /EET NEE*' O, '0BOR*INATE'
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E,,ECTIVE LEA*ER'HI+@ Ho%se
RECOGNI'E '0BOR*INATE' NEE*' )
WOR- TO 'ATI,. IT
REWAR* '0BOR*INATE' WHO REACHTHEIR GOAL'
HEL+ '0BOR*INATE' I*ENTI,. BE'T
+ATH' TO RAECH GOAL'
CLEAR THO'E +ATH' TO ENABLE
E/+LO.EE' TO REACH THO'E GOAL'
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Th Path:G+a) Th+"-
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+ATH GOAL THEOR.
6 Leadership thro%#h *e!isio& /a(i
BEHAVIORALBEHAVIORALLEADERSHIP STYLELEADERSHIP STYLE
SITUATIONSITUATION
IN'TR0/ENTAL
'0++ORTIVE
+ARTICI+ATIVE
ACHIEVE/ENT
ORIENTE*
+la&&i or#a&i;i !o&trollia!ti$ities o e"ployees
Co&!er& or e"ployees
'hare i&o with e"ployees )parti!ipatio& i& de!isio& "a(i
'et !hallei #oals )peror"a&!e li&(ed rewards4
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VICTOR VROO/ ) +HILLI+ .ETTON'
LEA*ER +ARTICI+ATION /O*EL
LEADER BEHAVIOR MUST ADJUST TO REFLECTLEADER BEHAVIOR MUST ADJUST TO REFLECT
THE TA'- 'TR0CT0RE 2h#*h has /a"-#%&!'a%!s 7+" "+(t#% . %+% "+(t#% a*t#/#t#s
+ROBLE/ ATTRIB0TE' 2#th !*#s#+% 3(a)#t-!*#s#+% 3(a)#t-!#'%s#+% 0 cost considerations, info availability,nature of problem structure). '$)+- a**$ta%*'$)+- a**$ta%*att"#,(t0 need for commitment, prior
approval,congruence of goals, conflict amongemployee, level of subordinate information, timeconstraints, geographical distribution of subordinates,leader’s motivation to invest time with subordinate)
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La!":Pa"t#*#$at#+% M+!)
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C+%t#%&%*- Va"#a,)s #% th R/#s!
La!":Pa"t#*#$at#+% M+!)
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LEA*ER +ARTICI+ATION /O*EL6
Leadership thro%#h *e!isio& "a(i
LEA*ER'HI+ 'T.LELEA*ER'HI+ 'T.LE +ROBLE/ ATTRIB0TE+ROBLE/ ATTRIB0TE
A0TOCRATIC AI I%7+ a/a#)a,))a!" s+)/s$"+,)' !#"*t)-
A0TOCRATIC AII Data +,ta#%! 7"+'
s(,+"!#%ats @@ th% !*#s#+%'a! ,- )a!"
CON'0LTATIVE CI La!" +,ta#%s #!as 7"+'s(,+"!#%ats #%!#/#!(a))- a7t">$)a#%#%& $"+,)' t+ th'
CON'0LTATIVE CII La!" 'ts a &"+($ +7s(,+"!#%ats t+ sha" $"+,)'. +,ta#%s #%$(ts t+ !*#!
GRO0+ II Sha"s $"+,)'s . 7a*#)#tats!#s*(ss#+% +% a)t"%at#/s
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GEIER3 *OWNE. ) JOHN'ONs
I/+ACT THEOR.6Leadership ) or# !li"ate
LEADERSHIP STYLES LEADERSHIP STYLES IN,OR/ATIONAL
/AGNETIC
+O'ITION
A,,ILIATION
COERCIVE
TACTICAL
EACH 'T.LE A++LICABLE IN A +ARTIC0LAR'IT0ATION OR ORG CLI/ATE
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Co"pariso& o I/+ACT styles ) bases
o power
IMPACT STYLEIMPACT STYLE BASES OF POWERBASES OF POWER
II%7+"'at#+%a)
//a&%t#*
+++s#t#+%
AA77#)#at#+%
CC+"*#/
TTa*t#*a)
E>$"t
R7"%t
Lt#'at
C+"*#/ R2a"!
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'it%atio&al Appli!ability o I/+ACT styles
IMPACTIMPACTSTYLESTYLE
SITUATIONALSITUATIONAL APPLICABILITY APPLICABILITY
CHARACTERI'TIC'CHARACTERI'TIC'
II%7+"'at#+%a)
//a&%t#*+++s#t#+%
AA77#)#at#+%
CC+"*#/
TTa*t#*a)
C)#'at +7I&%+"a%*
C)#'at +7Ds$a#"
C)#'at +7I%sta,#)#t-
C)#'at +7
A%>#t-C)#'at +7 C"#s#s
C)#'at +7D#s+"&a%#at#+%
La*8 +7 I%7+"'at#+%
L+2 '+"a):)a! th"+(&h
%"&- . +$t#'#s'P+$) (%s(" +7 a*t#+%
I%s*(":$+$) +"#%tat#+%
C+%t"+))#%& "2a"!$(%#sh'%t
Cha%& (%7"#%&
$"+*ss
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APPROACH TO LEADERSHIP
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,0NCTIONAL A++ROACH
OHIO:MAINTENANCE OF MEMBERSHIP OBJECTIVE ATTAINMENT GROUP FACILITATION
PRIMARY . ACCESSORY FUNCTIONS+RI/AR.6EXECUTIVE PLANNER POLICY MAKER
EXPERTEXTERNAL GROUP REPRESENTATIVE REWARD .
PUNISHMENTS ARBITRATOR . MEDIATOR
ACCE''OR.6EXEMPLER IDEOLOGIST FATHER FIGURE
SCAPEGOAT SUBSTITUTE FOR INDIVIDUALRESPONSIBILITY
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INTERACTIONI'T A++ROACH
LEADER:SUBORDINATE RELATIONSHIP
FOCUS ON HUMAN ASPECTS OF
SUBORDINATESSUPERVISORY ROLE
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ROLE' O, A LEA*ERGROUP TASK ROLES: INITIATORINFORMATION SEEKER OPINION GIVER ELABORATORCOORDINATOR ORIENTER EVALUATOR:CRITICENERFGISERPROCEDURAL TECHNICIAN RECORDER
GROUP BUILDING . MAINTENANCEROLES: ENCOURAGER HARMONISER COMPROMISERGATEKEEPER . EXPEDITER STANDARD SETTER GROUPOBSERVER FOLLOWER
INDIVIDUAL ROLES: AGGRESSOR BLOCKERRECOGNITION SEEKER SELF CONFESSOR DOMINATOR HELPSEEKERHELP PLEADER
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CLA''I,ICATION O, A LEA*ER
BUREAUCRAT
AUTOCRAT
DIPLOMAT
EXPERT
6UARTER BACK
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CLA''I,ICATION O, A LEA*ER
PERSONAL LEADERSHIP
IMPERSONAL LEADERSHIP
FUNCTIONAL LEADERSHIP
PATERNALISTIC LEADERSHIP
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T.+E' O, LEA*ER'HI+DIRECTIVE : INITIATES REWARDS . PENALITIESMORALE LOW NO LEADERSHIP DEVELOPED AMONG THEM
PERMISSIVE: INITIATES ACTIONS FOR OTHERSHIGHFRUSTRATION TOLERANCE SENSITIVE TO FEELINGS OF
OTHERS :GETS JOB DONE BUT DOES NOT DEVELOP LEADERS
PARTICIPATIVE:
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ORGANISATIONAL
LEADERSHIP
Cha"#s'at#* . T"a%s7+"'at#+%a)
La!"sh#$
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ORGANIATIONAL LEA*ER'HI+
CHARISMATIC
TRANSFORMATIONAL
TRANSACTIONAL
VISIONARY
STRATEGIC
STEWARDSHIP . SERVANT
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CHARACTERI'TIC' O,
CHARI'/ATIC LEA*ER'
VI'IONAR.
'0+ERB CO//0NICATION '-ILL'
'EL, CON,I*ENCE ) /ORAL CONVICTION
ABILIT. TO IN'+IRE TR0'T
HIGH RI'- ORIENTATION
HIGH ENERG. ) ACTION ORIENTATION
RELATIONAL +OWER BA'E
/INI/0/ INTERNAL CON,LICT
EN+OWERING OTHER'
'EL, +RO/OTING +ER'ONALIT.
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+ER'ONALIE*'OCIALIE*
CHARI'/ATIC LEA*ER'
PERSONALIED: $("s( )a!" !"#/%
&+a)s . $"+'+t 7)#%&s +7 +,!#%*
!$%!%*- . s(,'#ss#+% +7 7+))+2"sSOCIALIED: $("s( +"&a%#at#+%
!"#/% &+a)s . $"+'+t 7)#%&s +7
'$+2"'%t $"s+%a) &"+2th .3(a) $a"t#*#$at#+% #% 7+))+2"s
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CHARI'/ATIC LEA*ER'HI+
LOCUS OF CHARISMATIC
LEADERSHIP:RESULT OF
FOLLOWER PERCEPTIONS .REACTIONS INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS . BEHAVIOR
BUT ALSO BY TH ECONTEXT OF THE
SITUATION
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+ER'ONALIE*'OCIALIE*
CHARI'/ATIC LEA*ER'
PERSONALIED: $("s( )a!" !"#/%
&+a)s . $"+'+t 7)#%&s +7 +,!#%*
!$%!%*- . s(,'#ss#+% +7 7+))+2"sSOCIALIED: $("s( +"&a%#at#+%
!"#/% &+a)s . $"+'+t 7)#%&s +7
'$+2"'%t $"s+%a) &"+2th .3(a) $a"t#*#$at#+% #% 7+))+2"s
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TRAN',OR/ATIONAL LEA*ER'HI+
*e$elop a !lear ) appeali $isio&
*e$elop a strate#y or attai&i the $isio&
Arti!%late ) +ro"ote the $isio&
A!t Co&ide&t ) opti"isti!E>press !o&ide&!e i& ollowers
0se early s%!!ess i& s"all steps to b%ild !o&ide&!e
Celebrate s%!!esses
0se dra"ati! 3sy"boli! a!tio&s to e"phasi;es (ey$al%es
Lead by e>a"ple
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CHARI'/ATIC LEA*ER'HI+
LOCUS OF CHARISMATIC
LEADERSHIP:RESULT OF
FOLLOWER PERCEPTIONS .REACTIONS INFLUENCED NOT
ONLY BY ACTUAL LEADERS
CHARACTERISTICS . BEHAVIOR
BUT ALSO BY TH ECONTEXT OF THE
SITUATION
E ) t# . # )# t# 7
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E/a)(at#+% . #'$)#*at#+% +7
Cha"#s'at#* La!"sh#$Respo&se thro%#heelis ) e"otio&stowards leaders
Not a ratio&al predi!ti$epro!ess b%t a !olle!ti$eso!ial pro!ess
Irrespe!ti$e o leader=sow& a!!o"plish"e&t
Not &e!essarily dyadi!relatio&ship b%t "ore aso!ial ide&tii!atio&pro!ess
Not $ery ee!ti$e
i& tra&sor"atio&al
3 !hae pro!ess
or !o&li!ti
sit%atio&s et!
where shared
leadership "oreee!ti$e
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TRAN',OR/ATIONAL LEA*ER'HI+
FOCUS ON WHAT LEADERS
ACCOMPLISHES RATHER THAN
INDIVIDUAL9S PERSONALCHARACTERISTICS . FOLLLWERS9
REACTIONS
RE6UIRES ONE WHO CAN CRAFT .IMPLEMENT BOLD STRATEGIES
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TRAN',OR/ATIONAL LEA*ER'HI+
SERVES TO CHANGE THE STATUS
6UO BY ARTICULATING TO
FOLLOWERS THE PROBLEM IN THECURRENT SYSTEM AND A
COPELLING VISION OF WHAT A NEW
ORGANISATION COULD BE4
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TRAN',OR/ATIONAL LEA*ER'HI+
*e$elop a !lear ) appeali $isio&
*e$elop a strate#y or attai&i the $isio&
Arti!%late ) +ro"ote the $isio&
A!t Co&ide&t ) opti"isti!E>press !o&ide&!e i& ollowers
0se early s%!!ess i& s"all steps to b%ild !o&ide&!e
Celebrate s%!!esses
0se dra"ati! 3sy"boli! a!tio&s to e"phasi;es (ey$al%es
Lead by e>a"ple
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CHARISMATIC /s
TRANSFORMATIONAL LEADERSHIP
TAKE CHARISMA A STEPFURTHER BEYOND THEVISIONARY TO THE
ACTION STAGE
ARTICULATE ACOMPELLING VISION OFTHE FUTURE .INFLUENCE FOLLOWERSTO AROUSE STRONGEMOTIONS IN SUPPORT
OF THE VISION4CAN EMERGE FROMDIFFERENT LEVELS OFORG
CONVEY VISION . FORM
STRONG EMOTIONAL
BONDS WITH FOLLOWERS
MAY NOT BE ABLE TO
MOTIVATE ENOUGH FORFOLLOWERS TO
TRANSEND SELF
INTEREST FOR THE
BENEFIT OF A HIGHER
IDEAL OR SOCIETAL NEEDGENERALLY EMERGE OUT
OF CONFLICTS CRISIS
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CHARISMATIC /s
TRANSFORMATIONAL LEADERSHIP
BOTH ARE GENERALL. INVOLVE* IN CON,LICT ORCHANGE "%st be willi to e"bra!e !o&li!t3 !reatee&e"ies3 "a(e %&%s%al allowa&!es or sel sa!rii!e3be e>traordi&arily o!%sed i& order to a!hie$e )
i&stit%tio&ali;e their $isio&D+EO+LE ' RE'+ON'E TO A CHARI'/ATIC LEA*EROR TRAN',OR/ATIONLA LEA*ER ARE LI-EL. TOBE +OLARI'E*3 HOWEVER E/OTIONAL LEVEL' O,RE'I'TANCE RE'I'TANCE TOWAR*' AN. /AJOR
CHANGE NEGATIVE TO IN*IVI*0AL' I' LI-EL. TOBE /ORE ETRE/E TOWAR*' CHARI'/ATIC THANTRAN',OR/ATIONAL LEA*ER'
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ATTRIBUTES OF A TRANSFORMATIONAL
LEADERSHIP
'EE THE/'ELVE' A' A CHANGE AGENT'
ARE VI'IONARIE' WHO HAVE A HIGH LEVEL
ARE RI'- TA-ER' 3 B0T NOT REC-LE''
CA+ABLE O, ARTIC0LATING A 'ET O, CORE VAL0E'THAT TEN* TO G0I*E THEIR OWN BEHAVIOR
+O''E'' ECE+TIONAL COGNITIVE '-ILL' ) BELIEVE
IN CARE,0L *ELIBERATION BE,ORE TA-ING ACTION
BELIEVE IN +EO+LE ) 'HOW 'EN'ITIVIT. TO THEIR
NEE*'ARE ,LEIBLE ) O+EN TO LEARNING ,RO/ E+ERIENCE
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TRAN'ACTIONAL LEA*ER'HI+
SEEKS TO MAINTAIN STABILITY RATHER
THAN PROMOTING CHANGE WITHIN AN
ORGANISATION THROUGH REGULAR
ECONOMIC AND SOCIAL EXCHANGES
THAT ACHIEVE SPECIFIC GOALS FOR
BOTH THE LEADERS AND THEIR
FOLLOWERS
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TRAN'ACTIONAL LEA*ER'HI+ $s
TRAN',OR/ATIONAL LEA*ER'HI+
GOE' INTO '+ECI,IC
CONTRACT0AL
ARRANGE/ENT' WITH
,OLLOWER'
IN ECHANGE ,OR
'+ECI,IC OBJECTIVE' 3
LEA*ER 'ATI',IE'
CERTAIN NEE*' )
*E'IRE'
+RO/OTE' CHANGE
THRO0GH ECONO/IC )
E/OTIONAL ECHANGE'
ECHANGE BENE,IT'
ARE /ORE INTANGIBLE
i&spiri $isio&3 shared
$al%es3 or e"otio&al
bo&diD
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ORGANISATIONAL
LEADERSHIP . CHANGE
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T"a%s7+"'at#+% P"+*ss
Re!o#&i;i Need or
Chae
Creati New Visio&
I%*"as s%s#t#/#t- t+
%/#"+%'%ta) *ha%&s .
th"ats
Rs$+%! t+ s(,t) "a!#*a)
*ha%&s #% %/#"+%'%t
E'$)+- a)t"%at#/ st"ats
7+" '+%#t+"#%& %/#"+%'%t
E%*+("a& /"-+% t+ th#%8
2#th a 7(t(" +"#%tat#+%
I%/+)/ +th"s
E>$"ss #% #!+)+*a) %+t
(st *+%+'#* t"'s
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T"a%s7+"'at#+% P"+*ss
/a&a#i Tra&sitio&
I&stit%tio&ali;i the
Chae
I%st#)) #% 'a%a&"s a s%s+7 ("&%*- 7+" *ha%&
Ra#s 7+))+2"s a2a"%ss .>$*tat#+%s
H)$ 7+))+2"s (%!"sta%!%! 7+" *ha%&
I%*"as 7+))+2"s s)7*+%7#!%* . +$t#'#s'
A/+#! t'$tat#+% +7 a 3(#*8
7#tR*+&%# . !a) +$%)-2#th '+t#+%a) *+'$+%%t +7"s#st#%& *ha%&
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T"a%s7+"'at#+% P"+*ss
I&stit%tio&ali;i the
Chae
E%a,) . St"%&th% 7+))+2"s2#th a &"at%ss att#t(!
H)$ 7+))+2"s 7#%! s)77()7#))'%t 2#th %2 /#s#+%
H)$ 7+))+2"s )++8 ,-+%!s)7 #%t"st
Cha%& "2a"! s-st's .a$$"a#sa) $"+*!("s
I'$)'%t ta' ,(#)!#%&#%t"/%t#+%s . $"s+%%)
*ha%&s A$$+#%t a s$*#a) tas8 7+"* t+'+%#t+" $"+&"ss
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'TRATEGIC LEA*ER'HI+
PROCESS OF PROVIDING
INPIRATION NECESSARY TO
CREATE AND IMPLEMENT A VISION MISSION . STRATEGIES TO
ACHIEVE . SUSTAIN
ORGANIATIONAL OBJECTIVES
STRATEGIC LEADERSHIP
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STRATEGIC LEADERSHIP
FRAMEWORK
Vision
Implement Strategy
Mission
Formulate Strategy
Strate(i Competitiveness
A)ove Avera(e !eturns
Analyze internal
environment
Analyze external
environment
FEEDBACK FEEDBACK
FUNCTIONS OF STRATEGIC
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FUNCTIONS OF STRATEGIC
LEADERSHIPAchieving
Common
ASKS
Buil!ing "
Maintaining
EAM
Motivating "
!eveloping
I#DIVID$A%
CHARACTERISTICS OF A
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CHARACTERISTICS OF A
STRATEGIC LEADERINTELLIGENCE
IMAGINATION
HUMILITY
WISDOM
CHARACTER
FUNCIONS OF STRATEIC
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FUNCIONS OF STRATEIC
LEADERPROVIDING DIRECTION
GETTING STRATEGY. POLICY RIGHT
MAKING IT HAPPENORGANIING.OR REORGANIING
RELEASING CORPORATE SPIRIT
RELATING TO ORG . OTHER ORGDEVELOPING TOMORROW9S LEADERS
STEWARDSHIP. SERVANT
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STEWARDSHIP. SERVANT
LEADERSHIPSTEWARDSHIP EMPLOYEE FOCUSSED
FORM OF LEADERSHIP THAT EMPOWERS
FOLLOWERS TO MAKE DECISIONS .
HAVE CONTROL OVER THEIR JOBS
SERVANT LEADERSHIP:TRANSCENDS
SELF INTEREST TO SERVE THE NEEDS
OF OTHERS BY HELPING THEM GROWPROFESSIONALLY . EMOTIONALLY
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FRAMEWORK FOR STEWARDSHIP
St"+%& ta'2+"8 +"#%tat#+%
D*%t"a)#! !*#s#+% 'a8#%& a%!
$+2"
E3(a)#t- ass('$t#+%
R2a"! ass('$t#+%
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VALUES OF STEWARDSHIP
!e2ard!e2ardAssumptionAssumption %eentrali6ation%eentrali6ation
E7ualityE7uality
AssumptionsAssumptions
E''etive listenin(E''etive listenin(
Ste2ardshipSte2ardship
FRAMEWORK FOR SERVANT
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FRAMEWORK FOR SERVANT
LEADERSHIP
H)$#%& +th"s !#s*+/" th#" #%%"
s$#"#t
Ea"%#%& a%! 8$#%& +th"s t"(st
S"/#* +/" s)7 #%t"st
E77*t#/ )#st%#%&
GUIDELINES TO SERVANT
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GUIDELINES TO SERVANT
LEADERSHIP
Earnin( and 0eepin(Earnin( and 0eepin(
others trustothers trust
Helpin( othersHelpin( others
disover their innerdisover their inner
spiritspirit
Servie to others overServie to others over
sel' interestsel' interest
Team2or0Team2or0
OrientationOrientation
Servant leadershipServant leadership
La!#%& Cha%&
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La!#%& Cha%&
Stage I Stage I Stage I Stage I Stage I Stage I
U%7"#%&
Esta,)#sh a s%s
+7 "s$+%s#,#)#t-
Cha%%&
F+"' $+2"7()
*+a)#t#+%
D/)+$#%& a *+'$))#%&
/#s#+%
C+''(%#*at th /#s#+% 2#!)-
G%"at sh+"t:t"' 2#%s
C+%s+)#!at &a#%s*"at
&"at" *ha%&
R7"#%&
I%st#t(t#+%a)# *ha%&s #%
th +"&a%#at#+%a) *()t("
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LEADERSHIP STYLE
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LEA*ER'HI+ 'T.LE' AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIPFREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIPEXPERT LEADERSHIP
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Where are yo%?
/astered the s(ills?
Are yo% a hi#h sel6 "o&itor?
Are yo% hi#h o& both tas( ) perso&orie&tatio&
What is yo%r Leadership "oti$e patter&?
N6A!h3 A3 +ower?
Are yo% e"otio&ally stable?*o yo% ha$e the perso&ality ) s(ill to be atra&sor"atio&al Leader
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INSTITUTIONALISIN* A LEA%E!SHIP8
CENT!E% CULTU!E IS THE ULTIMATE
ACT O4 LEA%E!SHIP
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I*EAL WA. TO *EVELO+ LEA*ER'HI+I*EAL WA. TO *EVELO+ LEA*ER'HI+
0'ING +OWER TO IN,L0ENCE
THO0GHT' ) ACTION' O, +EO+LE
/ANAGERIAL +ER'ONALIT.
E/+HA'I'E' ON RATIONALIT. )
CONTROL 6*I,,ER' ,RO/ LEA*ER'HI+
+ER'ONALIT. RE10IRING
INNOVATIONCONTROLLEA*ER'HI+ RE10IRE' A *I'CI+LINE O,
B0IL*ING CHARACTER
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I*EAL WA. TO *EVELO+ LEA*ER'HI+I*EAL WA. TO *EVELO+ LEA*ER'HI+
TO BECO/E LEA*ER'3 /ANAGER' NEE* TO
TRAN'LATE THEIR +ER'ONAL VAL0E' INTO
CALC0LATE* ACTION4
'EL, EN10IR. /0'T LEA* TO 'HREW*3+ER'0A'IVE ) 'EL, CON,I*ENT ACTION I, IT
I' TO BE AN E,,ECTIVE TOOL4
/ANAGER' NEE* TO *ETER/INE I, THEIR
ETHICAL VI'ION WILL BE '0++ORTE* B. THEIRCOWOR-ER' ) E/+LO.EE'4
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LEADERSHIP SKILLS
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
CONCEPTUALCONCEPTUAL
HUMANHUMAN
TECHNICALTECHNICAL
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10ALITIE' O, A GOO* LEA*ER
ENERGY =FLEXIBILITY OF MIND
EMOTIONAL MATURITY =ABILITY TO ESTABLISH PRIORITIES
KNOWLEDGE OF HUMAN RELATIONS
OBJECTIVITY
EMPATHYPERSONAL MOTIVATION
COMMUNICATION SKILL
TEACHING ABILITY
SOCIAL SKILL
TECHNICAL COMPETENCE
INTEGRITY
CONCEPTUAL SKILL
MORAL COURAGE
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LEA*ER'HI+ 'T.LE' AUTOCRATIC OR AUTHORITARIAN
CONSULTATIVE OR PARTICIAPTIVE OR
DEMOCRATIC OR GROUP CENTRED
LEADERSHIPFREE REIN OR GROUP CENTRED LEADERSHIP
BUREAUCRATIC OR RULE CENTRED
LEADERSHIP
MANIPULATIVE LEADERSHIPEXPERT LEADERSHIP
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INSTITUTIONALISIN* A LEA%E!SHIP8
CENT!E% CULTU!E IS THE ULTIMATE
ACT O4 LEA%E!SHIP
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I*EAL WA. TO *EVELO+ LEA*ER'HI+I*EAL WA. TO *EVELO+ LEA*ER'HI+
TO BECO/E LEA*ER'3 /ANAGER' NEE* TO
TRAN'LATE THEIR +ER'ONAL VAL0E' INTO
CALC0LATE* ACTION4
'EL, EN10IR. /0'T LEA* TO 'HREW*3+ER'0A'IVE ) 'EL, CON,I*ENT ACTION I, IT
I' TO BE AN E,,ECTIVE TOOL4
/ANAGER' NEE* TO *ETER/INE I, THEIR
ETHICAL VI'ION WILL BE '0++ORTE* B. THEIRCOWOR-ER' ) E/+LO.EE'4