The Nature of Leadership

Leadership is the use of non-coercive influence to direct and

coordinate the activities of group members to meet a goal.
Influence it is the ability to affect the perception, beliefs, attitudes,
motivation, and/or behaviors of others.

LEADERSHIP VERSUS (U of C 8.167 as a PREPOSITION)

MANAGEMENT
TABLE 12.1 Kotters Distinctions between Management and Leaderhip

Activity
CREATING AN
AGENDA

Management
Planning and
Budgeting.
Establishing detailed
steps and timetables
for achieving needed
results;

Leadership
Establihing
direction.
Developing a vision
of the future.

DEVELOPING A
HUMAN NETWORK
FOR ACHIEVING
THE AGENDA.

Organizing and
Staffing. Establishing
some structure for
accomplishing plan
requirements.
Controlling and
problem solving.
Monitoring results
vs. plan in some
detail identifying
deviation then
planning and
organizing to solve
these problems.
Produces a degree of

Alighning People.
Communicating the
direction by words
and deeds.

EXECUTING
PLANS.

OUTCOMES

Motivating and
inspiring. Energizing
people to overcome
major political,
bureaucratic and
resource barners.

Produces charge,

predictability and
order and has the
potential to
consistently produce
major results
expected by various
stakeholders.

often to a dramatic
degree, and has the
potential to produce
extremely useful
change.

TRAIT APPROACHES TO LEADERSHIP

This includes:

Intelligence
Dominance
Self confidence
Energy
Activity
Task-relevant knowledge

BEHAVIORAL APPROACHES TO LEADERSHIP

-

The study of leadership included the Michigan studies, the Ohio

state studies, and the leadership grid.

THE MICHIGAN STUDIES The goal of this work was to

determine the pattern of leaderhip behaviors that resuits in
effective group performance.
THE OHIO STATE STUDIES identified several forms of leader
behavior but tended to focus on the two most significant ones:
consideration and initiating-structure.

Consideration Behavior- the leader is concerned with the

subordinates feelings and respects subordinates ideas.
Initiating-structure Behavior the leader also
established channels of communication and determines the
methods for accomplishing the groups task.

LEADERSHIP GRID means for evaluating leadership styles and

then training managers to move towars an ideal style of behavior.

The LPC theory of Leadership the LPC theory attempts to explain

and reconcile both leaders personality and the complexities of the

situation. This theory was originally called the contingency theory of

leadership.

SITUATIONAL FAVORABLENESS
3 Factors that determine the favorableness of the situation.
Leader-member relation refes to the personal relationship
that exists between suboedinates and their leader.
Task Structure a structured task is routine, simple, easily
understood, and unambiguous.
Leader position power is the powe inherent in the leaders
role itself.
THE PATH-GOAL THEORY OF LEADERSHIP
- Focuses on the situation and leader behaviors rather than on
fixed traits of the leader.

4 Kinds of Leader behaviors

1. Directive leadership the leader lets subordinates know what
is expected of them, gives specific guidance as to how to
accomplish tasks.
2. Supportive leadership Is friendly and shows concern for
subordinates status well-being and needs.
3. Participative leadership the leader consults with
subordinates about issues and takes their suggestion into
account before making a decision.
4. Achievement-oriented leadership involves setting
challenging goals.

Figure 12.4 The Path-goal theory of leadership

Leader
Behavior

Locus of Control
Personal
Situational
Perceived
Ability Factors
characteristic
s of

Subordinates
to
Perform

Environmental
Motivation
Characteristics

Directive
Supportive
Participative
Achievement Oriented

Task structure

Contemporary Situational Theories

Authority System
Work Group

The Leader-Member Exchange Model

-

Stresses the importance of variable relationship between

supervisors and each of their subordinates.

Figure 13.1 basic concepts of the leader-member exchange theory.

Leader

Subordinate
1

Subordinat
e2

Subordinate
3

Subordinate
4

Subordinat
e5

In-group often receives special duties requiring more responsibility

and autonomy.
Out-group they receive less of the supervisors time and attention.

THE HERSEY AND BLANCHARD MODEL

-

Is based on the notion that appropriate leader behavior depends

on the readiness of the leaders followers.

LEADERSHIP THROUGH THE EYES OF FOLLOWERS

1. TRANSFORMATIONAL LEADERSHIP Focuses on the basic

distinction between leading for change and leading for stability.
2. CHARISMATIC LEADERSHIP Is accordingly a type of influence
based on the leaders personal charisma.

The Charismatic leader

Envisioning

Energizing

Enabling

Articulating a vision
compelling vision

Demonstrating personal
excitement

Expressing personal
support

Setting high expectations

Modeling consistent
behaviors

Expressing personal
confidence

Empathizing

Seeking, finding and using

success

Expressing confidence in
people

3. ATTRIBUTION LEADERSHIP that people tend to observe

behavior and then attribute causes to it.

ALTERNATIVE LEADERSHIP

1. LEADERSHIP SUBSTITUTES are individual, task, and

organizational characteristics that tend to outweigh the leaders
ability to affect subordinates satisfaction and performance.
Table 13.1 Substitutes and Neutralizers for Leadership

Individual
-Individual professionalism
-Motivation
-Experience and training
-Indifference to rewards
Job
-Structured/ automated
-Highly controlled
-Intrinsically satisfying
-Embedded feedback

Group
-Group norms
-Group cohesiveness
Organization
-Rigid procedures and rules
-Explicit goals and
objectives
-Rigid reward system

2. LEADERSHIP NEUTRALIZERS are factors that render

ineffectiveness a leaders attempts to engage in various
leadership behaviors.

THE CHANGING NATURE OF LEADERSHIP

1. Leaders as coaches provide some general direction, to help
train and develop the team and the skills of its members, and to
help the team get the information and other resources it needs.
2. General and leadership in contrast to original stereotypes,
female leaders are not necessarily more nurturing or supportive

3.

4.

5.

6.

than are male leaders. Likewise, male leaders are not

systematically more harsh, controlling, or task focused than are
female leaders.
Cross-cultural leadership culture is used as a broad concept to
encompass both international differences and diversity-based
differences within one culture.
Strategic leadership as the capability to understand the
complexities of both the organization and its environment and to
lead change in the organization so as to achieve and maintain a
superior alignment between the organization and its environment.
Ethical leadership top managers are being called upon to
maintain high ethical standards for their own conduct to unfailingly
exhibit ethical behavior, and to hold others in their organizations to
the same standards.
Virtual leadership how then do managers carry out leadership
when they do not have regular personal contact with their
followers? Leaders in this situation may simply need to work harder
at creating and maintaining relationship with their employees that
go beyond simply words on a computer screen.

Leadership
(Contemporary Leadership and Traditional
Leadership)
Group 7

Reporters:
Martos, Jayvee
Elcano, Geelyn B.

Labrador, Charlaine Gayle E.