Art Of Leadership

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THE ART OF LEADERSHIP

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Learning Points

• Part One of this course contains answers to these questions:– Which variables determine leadership effectiveness?– Do you possess the 10 qualities of a leader?– How susceptible are you to leadership influence?– What is your level of interpersonal trust?– In which situations are you likely to lead? – What is your natural kind of intelligence?

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Introduction

• Researchers have been trying to answer these questions for years:– What does it take to be a successful leader?– What is the most effective leadership style?

• Early studies were based on two theories:– Trait Theory (focuses on leader qualities)– Behavior Theory (focuses on leader actions)

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Leadership Trait Theory

• Sir Francis Galton– One of the earliest leadership theorists– Wrote “Hereditary Genius” pub. 1869– Believed leadership qualities were genetic

• This theory assumes physical and psychological characteristics account for effective leadership– Basic intelligence– Clear and strong values– High personal energy

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Leadership Trait Theory

• Edwin Gheselli identified six traits for effective leadership:– Need for achievement– Intelligence– Decisiveness– Self-confidence– Initiative– Supervisory ability

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• Paul Von Hindenburg– First Chancellor of Germany, post WWI– Used the trait theory for selecting and developing

military leaders

• Primary qualities for leadership ability– Intelligence (bright vs dull)– Vitality (energetic vs lazy)

Trait Theory Applied

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Examples of Trait Theory

• Bright, lazy—staff officer• Energetic, dull—frontline soldier• Bright, energetic—field commander• Lazy, dull—left to find their own level of effectiveness

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Leadership Behavior Theory

• In the 1930s, emphasis on behaviorism moved researchers in the direction of leadership behavior– Kurt Lewin trained assistants in behaviors

indicative of three leadership styles: • Autocratic: tight control of group activities,

decisions made by the leader• Democratic: group participation, majority rule• Laissez-faire: little activity of any type by the

leader

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• In the 1940s, research focused on leader behaviors– Assumed that leaders take distinct actions

• Ralph Stogdill at Ohio State University– Helped develop the Leader Behavior Description

Questionnaire (LBDQ)– Respondents described leaders’ behavior in two

dimensions:• Initiating structure• Showing consideration

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• Findings of a Leader Behavior Description Questionnaire (LBDQ) study:– The Democratic style was

more beneficial for group performance

– The leader’s behavior impacted the performance of followers

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Initiating Structure

• Leaders taking action to define the:– Relationship between themselves and staff– Role each staff member will assume

• Measures of initiating structure:– Trying out new ideas – Encouraging slow workers to work harder– Meeting deadlines– Meeting at scheduled times– Making sure everyone works to capacity

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Showing Consideration

• Showing consideration means… taking action to develop trust, respect, support, and friendship with subordinates

• Measures of consideration:– Being helpful– Treating all people as equals– Willing to make changes– Standing behind subordinates– Doing things to make group membership pleasant

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• Rensis Likert at the University of Michigan conducted leadership studies– Studied leaders’ behaviors related to worker

motivation and group performance– Identified two dimensions of behavior:

• Job centered (initiating structure)

• Employee centered (showing consideration)

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• Robert Blake and Jane Mouton– Developed a managerial

grid reflecting Ohio and Michigan dimensions

– The ideal leader has high concern for both production and people

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Managerial Grid

• Major management styles and concerns:

– Impoverished: low production, low people

– Sweatshop: high production, low people

– Country Club: high people, low production

– Status Quo: medium production, medium people

– Fully Functioning: high production, high people

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Managerial Grid

• Two additional styles

– Paternalistic: high concern for production, use of rewards for compliance and loyalty

– Opportunistic: promotes his/her own advancement

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Behavior Theory Applied

• Margot Morrell documented Ernest Shackleton’s endurance expedition and the lessons he learned:

– Leading by example

– Communicating a vision

– Keeping morale up

– Maintaining a positive attitude

• Successful leaders execute these points

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Leadership Contingency Theory

• Both trait and behavioral theories tried to identify the one best leader or style for all situations– By the late 1960s, it became apparent that there is

no such universal answer

• Leadership effectiveness depends on a combination of the:– Leader – Followers – Situational factors

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• In the past 50 years, more than 65 leadership classification systems have been developed– Most agree that leadership effectiveness depends

on the leader, the followers, and situation variables

• Leaders in different situations need different interests, values, and skills– A leader in a bank differs from one on a farm– Experienced vs new followers have different needs– Situational factors include the job performed, the

workplace culture, and task urgency

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• Leadership results when… the ideas and deeds of the leader match the needs and expectations of the follower in a particular situation

• Examples:– Gen. George Patton– Nelson Mandela – Adolf Hitler

• For leadership to take place, the leader, followers, and situation must match

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Transformational Leadership

• Charismatic leaders – Inspire others and bring forth loyalty

• Max Weber’s definition of charisma:– A quality that sets an individual apart from

ordinary people– To be treated as if endowed with exceptional

powers or qualities

• Charisma is a gift or power of leadership

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Theory of Charismatic Leadership

• This theory was published by R.J. House in 1976• Charismatic leaders exhibit a

combination of personal characteristics and behavior:– Dominant– Ambitious– Self-confident– Sense of purpose

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Behaviors of Charismatic Leaders

• Charismatic leaders…– Are role models – Demonstrate ability that elicits respect– Have ideological goals with moral overtones– Communicate high expectations and show

confidence in meeting them– Ignite the motives of followers

• Types of motives…– Affiliation, power, and achievement

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• Charismatic leaders emerge in every walk of life– Football coach Vince Lombardi generated respect

and following of others through charisma• He cared• He worked hard• He knew the right answers• He believed• He kept the bar high• He knew people

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• According to James MacGregor Burns, “charisma” has overlapping meanings:– Leaders’ magical qualities– An emotional bond between the leader and the led– Dependence on a powerful figure by the masses– Assumption that a leader is omniscient and

virtuous– Popular support for a leader that verges on love

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• Transformational leaders raise aspirations and transform individuals through:– Optimism– Charm– Intelligence– Other personal qualities

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• Transformational leadership was first discussed by J. V. Downton

• However, identification of these leadership types is credited to James MacGregor Burns:– Transformational leadership – Transactional leadership

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Transformational Vs Transactional

• Transformational leaders– Focus on the potential relationship between the

leader and the followers– Engage the full person of the follower– Tap the motives of the followers

• Transactional leaders– Focus on exchanges between leaders and followers– Emphasize exchanging one thing for another

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Art Of Leadership