1. The Leadership Equation
Chapter 2
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2. Learning Objectives After studying Part One, you will be able to:
Describe the variables that determine leadership effectiveness
Assess 10 qualities that distinguish a leader
Know how susceptible you are to leadership influence
Identify situations in which you are likely to lead
Know your natural kind of intelligence and leadership strength
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3. The Leadership Equation
Early studies of leadership were based on two theories:
Trait Theory
focusing on qualities of the leader
Behavior Theory
focusing on leadership actions
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4. Leadership Trait Theory
Trait theory assumes physical and psychological characteristics account for effective leadership
Basic intelligence
Clear and strong values
High level of personal energy
Sir Francis Galton
One of the earliest leadership theorists
Wrote “Hereditary Genius” pub. 1869
Believed leadership qualities were genetic
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5. Leadership Trait Theory
Six traits for effective leadership:
Need for achievement
Intelligence
Decisiveness
Self-confidence
Initiative
Supervisory ability
1. Need for achievement—seeking responsibility; working hard to succeed.
2. Intelligence—using good judgment; having good reasoning and thinking capacity.
3. Decisiveness—making difficult decisions without undue hesitation.
4. Self-confidence—having a positive self-image as a capable and effective person.
5. Initiative—being a self-starter; getting jobs done with minimal supervision.
6. Supervisory ability—getting the job done through others.
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6. Trait Theory Applied Paul Von Hindenburg
Second president of post–World War I Germany
Used the trait theory for selecting and developing leaders
Two primary qualities for leadership ability
Intelligence (bright vs. dull)
Vitality (energetic vs. lazy)
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7. Dimensions of Leadership
Figure 2-1
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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8. Leadership Behavior Theory
In the 1930s, emphasis on behaviorism in psychology moved researchers in the direction of the study of leadership behavior versus leadership traits
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9. Leadership Behavior Theory
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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10. Leadership Behavior Theory
Ohio State Studies
Initiating structure
extent to which leaders take action to define the relationship between themselves and their staff
Consideration
extent to which leaders take action to develop trust, respect, support and friendship with subordinates
Leader Behavior Description Questionnaire (LBDQ) – described leader behavior in two dimensions
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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11. Leadership Behavior Theory
Rensis Likert at the University of Michigan conducted leadership studies
Studied leaders’ behaviors related to worker motivation and group performance
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12. Leadership Behavior Theory
Identified two dimensions of behavior:
Job centered (same as initiating structure)
Employee centered (same as showing consideration)
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13. Leadership Behavior Theory
Robert Blake and Jane Mouton
Developed a managerial grid reflecting Ohio State and Michigan dimensions
The ideal leader has high concern for both production and people
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14. The Managerial Grid Figure 2-2
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15. The 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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16. The Managerial Grid Two additional styles Paternalistic Opportunistic
high concern for production, use of rewards for compliance and loyalty
Opportunistic
promotes his/her own advancement
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17. Behavior Theory Applied
Margot Morrell documented Ernest Shackleton’s endurance expedition and the lessons he learned:
Leading by example
Communicating a vision
Keeping up morale
Maintaining a positive attitude
Successful leaders execute these points
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18. Leadership Contingency Theory
holds that the most appropriate leadership qualities and actions vary from situation to situation
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
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19. Leadership Contingency Theory
Leadership effectiveness depends on a combination of the:
Leader
Followers
Situational factors
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20. Leadership Contingency Theory
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 being performed, the culture of the workplace, and the urgency of the task
In the past 60 years, more than 65 leadership classification systems have been developed
Most agree that leadership effectiveness depends on the leader, the followers, and situation variables
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21. Leadership Contingency Theory
Leadership results when the ideas and deeds of the leader match the needs and expectations of the follower in a particular situation
General George Patton
Nelson Mandela
Adolf Hitler
For leadership to take place, the leader, followers, and situation must match
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22. Transformational Leadership
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
Charismatic leaders
Inspire others and bring forth loyalty
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23. Transformational Leadership
Charismatic leaders exhibit a combination of personal characteristics and behavior:
Dominant
Ambitious
Self-confident
Sense of purpose
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24. Transformational Leadership
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
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25. Transformational Leadership
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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26. Transformational Leadership
use optimism, charm, intelligence and other personal qualities to raise aspirations and transform individuals and organizations into new levels of high performance
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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27. 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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