1. Great Leaders: Styles, Activities, and Skills
Chapter Eighteen
Great Leaders: Styles,
Activities, and Skills

2. Learning Objectives
Relate the style implications from the classic studies and modern theories of leadership
Present the widely recognized traditional styles of leadership, including those from the managerial grid and the life-cycle approach
Discuss the findings on leadership roles and activities
Examine the relationship that activities have with successful and effective leaders
Identify and analyze the skills needed for effective leadership of today’s organizations

3. Summary Continuum Of Leadership Styles Drawn
From The Classic Studies And Theories Of Leadership
Boss-Centered
Employee-Centered
Theory X Theory Y
Autocratic Democratic
Production-centered Employee-centered
Close General
Initiating structure Consideration
Task-directed Human relations
Directive Supportive
Directive Participative

4. The Tannenbaum and Schmidt Continuum Of Leadership Behavior
Boss-centered
leadership
Employee-centered
leadership
Area of freedom for subordinates
Use of authority by the manager
Manager
makes
decisions
and
announces it
Manager
“sells”
decision
Manager
presents
ideas and
invites
questions
Manager
presents
tentative
decision
subject to
change
Manager
presents
problem,
gets
suggestions,
makes
decision
Manager
defines
limits; asks
group to
make
decision
Manager
permits
subordinates
to function
within
defined
limits

5. The Blake And Mouton Managerial Grid
9,9 Management
Work accomplishment
is from committed
people 1 2 3 4 5 6 7 8 9
Concern for People
1,9 Management
Thoughtful attention to
needs of people
5,5 Management
Adequate organization
performance is possible
by balancing morale of
people with work
1,1 Management
Minimum effort to
get work done will
sustain organiza-
tional membership
9,1 Management
Efficiency in operations
by minimizing human
element’s contributions 1 2 3 4 5 6 7 8 9
Concern for Task

6. Hersey And Blanchard’s Situational Leadership Model
TASK ORIENTED
Participating style
Selling style
High
Low
RELATIONSHIP ORIENTED
Delegating style
Telling style
Very
high
Very
low
Maturity Level of Followers

7. Factors Contributing To Effective Leadership Style
Vision
Passion and
self-sacrifice
Inspirational
communication
Confidence,
determination,
persistence
Effective
Leadership
Frame
alignment
Image
building
Selective
motive
arousal
Role
modeling
Expectation of
and confidence
in followers
External
representation

8. Mintzberg’s Managerial Roles
FORMAL AUTHORITY
AND STATUS
INTERPERSONAL ROLES
Figurehead
Leader
Liaison
INFORMATIONAL ROLES
Monitor
Disseminator
Spokesperson
DECISIONAL ROLES
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

9. Luthan’s Conceptual Categories Of Real Managers’ Activities
TYPE OF ACTIVITY
DESCRIPTION OF CATEGORIES
Routine communication
Exchanging information
Handling paperwork
Traditional management
Planning
Decision making
Controlling
Networking
Interacting with outsiders
Socializing/Politicking
Human resource
management
Motivating/Reinforcing
Disciplining/Punishing
Managing conflict
Staffing
Training/Developing

10. Relative Distribution Of Managers’ Activities
29%
19%
32%
20%
Networking
Traditional Management
Human Resources
Routine Communication