WHAT IS LEADING?
HOW LEADERS INFLUENCE OTHERS?
BASES OF POWER
THE NATURE OF LEADERSHIP
TRAITS OF EFFECTIVE LEADERS
LEADERSHIP SKILLS
BEHAVIORAL APPROACHES TO LEADERSHIP SKILLS
WAYS LEADERS APPROACH PEOPLE
WAYS LEADERS USE POWER
LEADERS ORIENTATION TOWARDS TASK AND PEOPLE
CONTINGENCY APPROACHES TO LEADERSHIP STYLES
FLEDLER’S CONTINGENCY MODEL
HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP MODEL
PATH-GOAL MODEL OF LEADERSHIP
VROOM’S DECISION MAKING MODEL
Define leading
Identify the importance of leading
Know the nature of leadership
Discuss the behavioral approaches to leadership skills
Enumerate and explain models
First Influencing
Ahead
to show the way to (an individual or a
group) by going with or ahead.
the state or position of being a leader
the person who leads or commands
a group, organization, or country.
John French and Bertram Raven
1. LEGITIMATE POWER
2. REWARD POWER
3. COERCIVE POWER
4. REFERENT POWER
5. EXPERT POWER
LEGITIMATE POWER
Otherwise called
―positional authority‖
Who has a legitimate power?
REWARD POWER
Two Forms:
• Material Reward
• Psychic Reward
COERCIVE POWER
―harsh power‖
REFERENT POWER
It is a type of power that is based on having qualities desired by others
EXPERT POWER
Provides
specialized
information
regarding their
specific lines or
expertise.
Leadership is frequently defined
as a social (interpersonal)
influence relationship between two
or more persons who depend on
each other to attain certain mutual
goals in a group situation.
• Effective Communicator
• Accountable and Responsible
• Long-term Thinkers
• Self-motivated
• Confident
• People-oriented
• Emotionally stable
• Too bossy
• Fearful of change
• Unwilling or unable to communicate
effectively
• Dismissive of ideas other than their own
• Lacking empathy
• Inconsistent
• Prone to blame others rather than
accept responsibility themselves
• Indecisive
Patience Effective feedback
Empathy Timely communication
Active listening Team building
Reliability Flexibility
Dependability Risk-taking
Creativity Ability to teach and mentor
Positivity
• Decisiveness
• Integrity
• Relationship building (or team
building)
• Problem-solving
• Dependability
• Ability to teach and mentor
Power Approach
Motivating Approach
Orientating Approach
-Leadership Style is the manner and approach of
providing direction, implementing plans, and motivating
people/.
1. Authoritarian- the leader tells their employees what and
how to do a certain work.
2. Participative- the leader includes one or more employees
in the decision-making process; the leader maintains the
authority to make the final decision.
3.Delegative- the leader allows the employees to make the
decisions.
1. Positive Leadership- when the leader’s approach
emphasizes rewards, like increase in salary or promotion.
2. Negative Leadership- when the leader’s approach
emphasizes the use of punishment, like suspension or
dismissal.
1. Employee Orientation- this leadership style emphasizes
concern for employee welfare, needs, advancement, and
personal growth.
2. Task Orientation- this style emphasizes the use of rules,
procedures, and close supervision of subordinates.
The contingency approach is ―an effort to determine
through research managerial practices and techniques
are appropriate in a specific situations.‖
THE VARIOUS CONTINGENCY APPROACH ARE:
1. Fiedler’s Contingency Model
2. Hersey and Blanchard Situational Leadership Model
3. Path-Goal Model of Leadership
4. Vroom’s Decision Making Model
―Leadership is effective when the leader’s style
is appropriate to the situation‖.
Three Principal Factors that Determine the
Situational Characteristics
1. The relations between leaders and followers
2. The structure of the task
3. The power inherent in the leader’s position
The situational characteristics vary from organization to
organization. To be effective, the situation must fit the leader. If
this is not, the following may be tried:
• Change the leader’s trait or behaviors.
• Select leaders who have traits or behaviors fitting the
situation.
• Move leaders around in the organization until they are in
positions fit in them.
• Change the situation.
HERSEY AND BLANCHARD SITUATIONAL
LEADERSHIP MODEL
Paul Hersey Kenneth Blanchard
They suggest that the most important factor affecting the
selection of a leader’s style is the development (or maturity)
level subordinate. The leader should match his or her style to
this maturity level.
Two Components of Maturity
• Job skills and knowledge
• Psychological maturity
LEADERSHIP STYLES APPROPRIATE FOR THE
VARIOUS MATURITY LEVEL OF SUB-ORDINATES
Style 1: Directing
People who lack of competence but are enthusiastic and
committed. They need direction and supervision to get them started.
Style 2: Coaching
People who have some competence but lack of commitment. They
need direction and supervision because they are still relatively
inexperienced. They also need support and praise to build their self-
esteem, and involvement in decision-making to restore their
commitment.
LEADERSHIP STYLES APPROPRIATE FOR THE
VARIOUS MATURITY LEVEL OF SUB-ORDINATES
Style 3: Supporting
People who have competence but lack of confidence or motivation.
They do not need much direction because of their skills, but support
is necessary to bolster their confidence and motivation.
Style 4: Delegating
People who have both competence and commitment. They are able
and willing to work on a project by themselves with little supervision
or support.
DEVELOPMENT STAGE RECOMMENDED STYLE
Style 1 – DIRECTING –
1. low ability + low willingness structure, control, and
supervise
2. low ability + high Style 2 – COACHING – direct
willingness and support
3. high ability + low Style 3 – SUPPORTING – praise,
willingness listen, and facilitate
Style 4 – DELEGATING –turn
4. low ability + high
over responsibility for day-to-
willingness
day decision-making
• The Path-Goal model is a theory based on specifying a leader's style
or behavior that best fits the employee and work environment in
order to achieve a goal. The goal is to increase your employees'
motivation, empowerment, and satisfaction so they become
productive members of the organization.
• Path-Goal is based on Vroom's (1964) expectancy theory in which an
individual will act in a certain way based on the expectation that the
act will be followed by a given outcome and on the attractiveness of
that outcome to the individual. The path-goal theory was first
introduced by Martin Evans (1970) and then further developed by
House (1971).
While Path-Goal Theory is not a detailed process, it generally follows
these basic steps as shown in the graphic below:
Determine the employee and environmental characteristics
Select a leadership style
Focus on motivational factors that will help the employee succeed
TASK AND ENVIRONMENTAL
CHARACTERISTICS
Employees interpret their leader's behavior based on their needs,
such as the degree of structure they need, affiliation, perceived level
of ability, and desire for control. For example, if a leader provides
more structure than what they need, they become less motivated.
Thus, a leader needs to understand their employees so they know
how to best motivate them.
EMPLOYEE CHARACTERISTICS
Overcoming obstacles is a special focus of path-goal theory. If an
obstacle becomes too strong, then the leader needs to step in and help
the employee select a path to work around it. Some of the more difficult
task characteristics that often arise are:
•Design of the task - The design of the task might call for the leader's
support. For example, if the task is ambiguous, then the leader might
have to give it more structure or an extremely difficult task might call for
leader support.
•Formal authority system - Depending upon the task authority, the leader
can provide clear goals and/or give the employee some or all control.
•Work group - If the team is non-supportive, then the leader needs to be
cohesiveness and espouse esprit-de-corps that provides comradeship,
enthusiasm, and devotion to all team members.
LEADER BEHAVIOR OR STYLE
The independent variables of Path-Goal Theory
are the leader's behavior — the leader adjusts
her style of behavior to the employee and task
characteristics so that the employee's
motivation is to excel at their goal.
APPLICATION
As noted earlier, the independent variables of
Path-Goal Theory are the leaders' behavior,
thus the path–goal theory assumes that people
(leaders) are flexible in that they can change
their behavior or style, depending upon the
situation. This coincides with the research that
while nature (genes) may be our internal guide,
nurture (experience) is our explorer that has
the final say in what we do (Ridley, 2003).
THE VROOM-YETTON
DECISION MODEL
How you go about making a decision can involve as
many choices as the decision itself. Sometimes you
have to take charge, and decide what to do on your
own, but you don't want to appear autocratic to your
team (particularly in situations where you need their
input). At other times it's better to make a decision
based on the group consensus, but this can use up
precious time and resources. Every manager needs to
be able to make good decisions.
UNDERSTANDING THE
MODEL
The Vroom-Yetton model is designed to help you to identify the best decision-making approach and
leadership style to take, based on your current situation. It was originally developed by Victor Vroom and
Philip Yetton in their 1973 book, "Leadership and Decision Making.― No single decision-making process fits
every scenario. Instead, Vroom-Yetton offers a number of different processes and directs you toward the best
one for your situation. For example, if speed and decisiveness are required then it will likely point you toward
an autocratic process.
Before you start using the model, you'll need to consider these three factors:
Decision quality – Sometimes, making the "right" decision is critical, and you'll need to use a large number of
resources (people, time, information, and so on) to ensure that the action you take has been well thought
through and is of high quality.
Team commitment – Some of your decisions will have a major impact on your team, while others will go
unnoticed. When a decision will likely impact your team, it's best to use a collaborative process. This will
improve the quality of the decision, and you'll likely deliver a successful result faster.
Time constraints – When the issue at hand isn't time sensitive, you have more "space" to research your options
and to include others, which will help to boost the quality of your decision. If your time is limited, however, it
may not be feasible to include others or to undertake thorough research.
In general, a consultative or collaborative style is most
appropriate when:
•You need information from others to solve a problem.
•The problem can't be easily defined.
•Team members' buy-in to the decision is important.
•You have enough time available to manage a group
decision.
An autocratic style is most appropriate when:
•You have greater expertise on the subject than others.
•You are confident about acting alone.
•The team will accept your decision.
•There is little time available.
