Chapter 6

LEADING
Chapter Outcome:

Upon Completing this topic, students

should be able to :

i. Define Leadership
ii. Describe the approaches to leadership
iii. Explain and discuss the sources of
power
 Definition
LEADERSHIP
• A social influence process to influence people
to achieve a common goal. (Lewis)

• The process of directing and influencing the

tasks related activities of group members.
(Stoner)

LEADER
Someone who can influence others and who has
managerial authority.
Leadership involves:

Creating a vision of the future.

 Devising strategy for achieve
that vision.
 Communicating the vision so
that everyone understands
and believes in it.
Leadership
- It is also define as the ability to influence people
toward the achievement of organizational goals.

Leadership
theory

The
The Trait The Behavioral
Contingency
Approach Approach
Approach
Trait Approaches
• The personality traits of effective leaders
are basically different from other leaders.
• Trait theories of leadership are based upon
the idea that personality differences can
explain why some people are effective
leaders & other people are not.
• Almost impossible to identify a set of traits
that would always differentiate leaders
from followers.
Trait Approaches

The trait approach to leadership states that:

• Evaluation and selection of leaders are based on

their physical, mental and psychological
characteristics.
• Leaders have certain personality traits, or leaders
are born with certain characteristics or
personality traits.
• The presence or absence of these characteristics
distinguishes leader from non leaders
Traits identified by researchers to separate the Leaders
from The Non-Leaders

• Height • Intelligence
• Weight • Knowledge
• Physique • Persistence
• Energy • Judgement &
• Scholarship decision
• Initiative • Insight
• Self confidence • Originality
• Health • Adaptability
• Appearance
• Dominance
• Fluency of speech
• Ambition
Approaches to Leadership (Traits)
i) Physical appearance
Examples : young to middle-aged, energetic, striking appearance, tall, facial
expression, gestures, age, etc.

ii) Social background

Examples : educated at the right schools, socially prominent, etc.

iii) Personality
Examples : Adaptable, aggressive, emotionally stable dominant, self
confidence, introvert vs. extrovert (quite or talkative)

iv) Social characteristics

Charming, tactful, popular & cooperative

v) Task related characteristics

Examples : driven to excel, acceptance of responsibility, full of initiative,
results-oriented, vision & assertiveness.
The common outcome was that successful
leaders posses greater of the traits :

a) Drive (force)
b) Desire to lead ( motivation)
c) Honesty & Integrity
d) Self-confidence
e) Intelligence
f) Job-relevant knowledge ( business knowledge)
The Behavioral Approaches
• what effective leader do rather than what
effective leader are
• 2 aspects of leadership behavior:

Leadership
Behavior
3 main leader behavior studies:

a) Ohio State University ( OSU)Studies

b) University of Michigan Studies
c) Managerial Grid by Robert R.Blake
The OSU Studies
2 types of behavior:
1.Initiating structure behavior ( task-oriented)
- leader define & structure his/her role & the roles
of subordinates in the search for goal attainment.
2. Consideration behavior ( employee-oriented)
- reflects friendship, mutual trust, respect, &
warmth in the relationship between the leader &
the followers
The Michigan Studies
2 basic forms of leader behavior:
1.Job-centered leader behavior
- They set rigid work standards, organized task
down to the last detail, prescribe work method to
be followed & closely supervised subordinate’s
work.
2. Employee-centered leader behavior
-They encouraged subordinate participation in goal
setting & other work decision & help ensure high
performance by inspiring trust & respect.
 High

1 2 3 4 5 6 7 8
9
Managerial Grid by Robert R. Blake
Managerial Grid
Balancing Task- and People-Oriented Leadership

Understanding the Model

- The Managerial Grid is based on two behavioral
dimensions:
• Concern for People - This is the degree to which
a leader considers the needs of team members,
their interests, and areas of personal development
when deciding how best to accomplish a task
• Concern for Production - This is the degree to
which a leader emphasizes concrete objectives,
organizational efficiency and high productivity
when deciding how best to accomplish a task.
Five leadership styles are identified by the grid:

 1.1  Impoverished Managers

Low concern for production, low concern for people.
1.9  Country Club Managers
High concern for people, low concern for production
9.1  Task Managers
High concern for production, low concern for people
5.5  Middle of the Road Managers
Medium concern for production, medium concern for people

9.9 Team Managers

High concern for production, high concern for people
• Grid (1,1) Impoverished manager
In this style, managers have low concern for both people and
production. Managers use this style to preserve job and job
seniority, protecting themselves by avoiding getting into
trouble. The main concern for the manager is not to be held
responsible for any mistakes, which results in less innovation
decisions.

• Grid (1,9) Country Club manager

This style has a high concern for people and a low concern for
production. Managers using this style pay much attention to the
security and comfort of the employees, in hopes that this will
increase performance. The resulting atmosphere is usually
friendly, but not necessarily very productive.
• Grid (5,5) Middle of the road manager
Managers using this style try to balance between company goals and
workers' needs. By giving some concern to both people and
production, managers who use this style hope to achieve suitable
performance but doing so gives away a bit of each concern so that
neither production nor people needs are met.

• Grid (9,1) Task manager

With a high concern for production, and a low concern for people,
managers using this style find employee needs unimportant; they
provide their employees with money and expect performance in
return. Managers using this style also pressure their employees
through rules and punishments to achieve the company goals. This
dictatorial style is based on Theory X of Douglas McGregor, and is
commonly applied by companies on the edge of real or perceived
failure. This style is often used in cases of crisis management.
• Grid (9,9) Team manager
In this style, high concern is paid both to people and
production. As suggested by the propositions of Theory Y,
managers choosing to use this style encourage teamwork and
commitment among employees. This method relies heavily on
making employees feel themselves to be constructive parts of
the company.

** Among the 5 leadership styles, point (9,9) is

the best to generate improved
performance, low absenteeism & turnover.
The Contingency Approach
• Path Goal Theory
- In order to get the desired organizational results,
certain tasks must be performed.
- By Robert J. House

The basic premise of Path-Goal Theory

Path Goal Outcome

Path-Goal Theory
Robert J.House identified 4 types of leadership
behavior:
• Directive Leader.
- Lets subordinate know what’s expected of them,
schedules work to be done, & gives specific guidance as
to how to accomplish tasks.
• Supportive Leader
- Is friendly & shows concern for the needs of
subordinates. Being friendly & approachable, treating
members as equals.
• Participative Leader
- Consult with subordinates & uses their suggestions
before making a decision.
• Achievement-oriented Leader
- Sets challenging goals, expecting subordinates to
perform as their highest level
Basic Factors in Path Goal Theories
LEADER CONTINGENCY OUTCOMES
BEHAVIOR FACTORS

Subordinates
- Locus of
control
-Experience
- Perceived
Ability

Factors
Environment
- Task Structure
- Formal Authority
System
- Work group
The Hershey Blanchard Life Cycle Theory
# The theory was developed by Paul Hershey & Kenneth Blanchard.
Based on 3 area:
• Maturity
- Is defined as the ability of the followers to perform their job
independently, their ability to assume additional responsibility, & their
desire to achieve success.
• Task behavior
- The extent to which a leader organizes & define the role of followers by
explaining what each person must do, when, where & how tasks are to
be accomplished.
• Relationship behavior
- Leader maintains personal relationships with followers by opening
channels of communication & providing support.
The Hershey Blanchard Life Cycle Theory

High
Relationship

Low

High Low
MATURITY
Low High
TASK BEHAVIOR
Hershey Blanchard Life Cycle Theory
Reflects how leader should adjust his or her leadership style in
accordance with the readiness of followers.

The model suggests that the levels of directive and supportive

behaviors of leaders will vary based on the level of maturity of the
employee or a team.

Directive behavior
One way communication from leaders to followers.
Example : spelling out duties, telling followers what to do, where,
when and how.

Supportive behavior
Two way communication between leader and followers.
Example : Listening, providing encouragement & involving
followers in decision making.
Styles of Situational Leadership
Behavior/ Life Cycle Theory
 Telling style: the leader provides specific
instructions and closely supervises performance.
 Selling style: the leader explains decisions and
provides opportunities for clarification.
 Participating style: the leader shares ideas and
maintains two-way communication to encourage
and support the skills subordinates have developed.
 Delegating style: the leader provides subordinates
with few task or relations behaviors.
THE END