Attitudes towards goals

 Managers always take an impersonal, and have the passive outlook, goals arise out of necessities,
but not desires.
 Leaders always take a personal, and have an active out look, shape rather than respond to ideas.

Leadership Conceptions of work

 Managers usually negotiate and coerce, balance opposing views, design compromises, limit
choices, avoid the risk.
 Leaders usually develop the fresh approaches to problems, increase the options, turn ideas into
exciting images
Relations of work
 Managers always prefer working with people, but maintain minimal emotional involvement, and
lack empathy
 Leaders always attached to some ideas, and relate to others ideas, relate to others directly,
intuitively, empathetically
Sense of self
 The managers usually come from the perpetuating and strengthening existing institutions, and feel
part of the organization seriously
 The leaders usually come from the struggle to profoundly alter human and economic relationships,
so they always feel separate from the organization.
From HBR “Managers and Leaders: Are They Different?” by A. Zalenik (January 2004.)

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 Leadership
The ability to influence a group toward the achievement of goals.
Influencing, motivating, and enabling others to contribute toward the
effectiveness and success of the organizations of which they are part.
Leaders advocate Managers advocate
for change and for stability • Trait theory:
new approaches and status quo Leaders are born, not made.
Dynamic tension
• Behavioral theory:

Both make valuable contributions • Contingency theory:

Each one’s contributions are different Situations

- Contemporary theories

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Traits Theories of Behavioral theories of leadership imply we can train people to
Leadership be leaders.
Leadership Traits:
Theories that consider Ohio State Studies:
• Ambition and energy Ohio State Studies found two behaviors that accounted for most leadership behavior:
personality, social,
physical, or intellectual • The desire to lead Initiating Structure
traits to differentiate • Honest and integrity The extent to which a leader is likely to define and
leaders from non-leaders.
• Self-confidence structure his or her role and those of sub-ordinates
in the search for goal attainment.
• Intelligence
Consideration
• High self-monitoring
The extent to which a leader is likely to have job
Big 5 & EI relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.

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Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.

Production-Oriented Leader
One who emphasizes technical or task aspects of
the job.

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Summary of Trait Theories and Behavioral Theories
• Leaders who have certain traits and who Contingency Theories Consider Situations
display culturally appropriate consideration and  Hersey and Blanchard’s Situational Leadership
structuring behaviors do appear to be more
Theory
effective.
• Traits and behaviors do not guarantee success.  Path Goal Theory
 Leader-Participation Model
Context matters too.

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Leader behavior styles Follower path Follower
• Directive perceptions goals
• Supportive Effort- • Satisfaction
• Participative Performance- • Rewards
• Achievement-oriented Reward linkages • Benefits

Follower Workplace
Characteristics characteristics
• Ability level • Task structure
• Authoritarianism • Work group
• Locus of control • Authority system

 Builds from the Ohio State studies and the expectancy theory of
motivation
 Derived from belief that effective leaders clarify the path to help followers
achieve work goals.

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 The theory:
 Leaders provide followers with information, support, and resources to help
them achieve their goals
 Leaders help clarify the “path” to the worker’s goals
 Leaders can display multiple leadership types
 Four types of leaders:
 Directive: focuses on the work to be done
 Supportive: focuses on the well-being of the worker
 Participative: consults with employees in decision making
 Achievement-Oriented: Encourage peak performance through goal setting
challenging goals.

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 Leader–Member Exchange Theory from
The leader-participation model relates leadership behavior
and participation in decision making.
The way leader makes decision
What he/she decides
Leader behavior must adjust to reflect the task structure

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 Leader - Member Exchange (LMX) Charismatic Leadership – a leader’s use of personal abilities/
In-Groups Out-Groups characteristics and talents in order to have profound and extraordinary effects on
Managed by formal rules and followers. Followers make attributions of heroic /extraordinary abilities on
Members similar to leader
policies observing certain behaviours.

Given greater responsibilities, Given less attention; fewer

rewards, attention rewards Charismatic leaders use referent power
Within leader’s inner circle of Outside the leader’s Charisma – means gift in Greek
communication communication circle
 Vision & Articulation
High job satisfaction and More likely to retaliate against the
 Potential for high achievement and
organizational commitment, organization
low turnover performance
Stress from added Stress from being left out of  Unconventional Behaviour
responsibilities communication network  Personal Risk

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Transactional Leaders
Leaders who guide or • Contingent Reward
Idealized Influence Individualized
motivate their followers in • Management by Exception (active) (Charisma) consideration
the direction of established • Management by Exception
(passive)
goals by clarifying role and
task requirements.
• Laissez-Faire Transformational
Leadership
Transformational Leaders • Idealized Influence
• Inspirational Motivation
Leaders who provide inspiration, • Intellectual Stimulation Inspirational Intellectual
individualized consideration and • Individualized Consideration
motivation stimulation
intellectual stimulation.

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 How Transformational Leadership Works
Transactional leadership Transformational Leadership
Creativity – theirs and others.
•Leadership is responsive •Leadership is proactive
Decentralization of responsibility.
Propensity to take risks.
•Works within the organizational •Work to change the organizational
culture culture by implementing new ideas
Compensation is geared toward long-term results.
Greater agreement among top managers about the
•Transactional leaders make •Transformational leaders motivate organization’s goals.
employees achieve organizational and empower employees to achieve
objectives through rewards and company’s objectives by appealing to Transformational vs. Charismatic Leadership
punishment higher ideals and moral values
Charismatic leadership places more emphasis on the way
•Motivates followers by appealing to •Motivates followers by encouraging leaders communicate – are they passionate and dynamic?
their own self-interest them to transcend their own interests
for those of the group or unit Transformational leadership focuses more on what they are
communicating – is it a compelling vision?
Both focus on the leader’s ability to inspire followers.

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 Leaders should take culture into account

1. Unique attributes, predispositions, and

talents of each leader should be
appreciated
2. Organizations should select leaders who
challenge but not destroy the
organizational culture
3. Leader behaviors should demonstrate a
concern for people; it enhances follower
Source: CCL
well-being
GLOBE: Indian employees want action-oriented and charismatic leaders.

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4. Different leadership situations call for
different leadership talents and Authentic and
behaviors Trustworthy Leaders
5. Good leaders are Substitutes for Leadership
 Satisfying task
likely to be good  Performance feedback
followers  Employee’s high skill level
 Team cohesiveness
 Organization’s formal
controls

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