1. What is then Leadership?
W1: Introduction
Leadership
&
Management
What is then Leadership?

2. Why do we need leaders? Incomplete organizational structure
External and internal change
Motivate, inspire and influence

3. ☀Historical Foundations︎
1911: Scientific Management. Frederick W. Taylor
1919: Toward a Theory of Administration. Henri Fayol
1922: Bureaucracy. Max Weber
1925: Observations on Organizations and Management. Mary Parker Follett
1934: The Functions of the Executive: Chester Barnard
1939: The Hawthorne Studies: Elton Mayo
1960: Theory X and Theory Y: Douglas McGregor
1995: The Twentieth Century’s Management Guru: Peter F. Drucker

4. ☀ Leadership and Management
Managers
Personal power
Culture based on shared values
Emotional link with followers
Position power
Implement policies & procedures
Maintain objectivity
[P] Understand leadership as an influence process in organizations
[E] Distinguish between leadership and management
[A] Distinguish the trait, behavioral, and contingency theories of leadership
[K] Discuss some alternative views of leadership [self-managing teams on leadership and ethical issues]
Trait Approaches to Leadership [intelligence, dominance etc.]
Behavioral Theories [Task vs people: Michigan & Ohio]
Contingency [situational] Theories [change/choose behavior]
Fiedler’s contingency theory and House’s path-goal theory
Alternative Views of Leadership [Transactional transformational Leadership]
Implicit Leadership Theory: “This is a leader!
LEAD: Listening, Entusiame. Argumenting. Directing.
Managers are people who do things right. Leaders are people who do the right things”

5. ☀Early Approaches to Studying Leadership
Trait Approach
Early researchers believed that notable leaders had some unique set of qualities or traits that distinguished them from their peers. Physical traits, intelligence, personality traits. Trait theories are about “Who is a leader?”
The theories identify certain personality types and concern well-known personalities who possess distinguished innate characteristic, or just were at the right place at the right time. Examples: Ghandi, Churchill etc.
Stogdill (1948): revised 124 studies of leadership & found only 3 attributes for most leaders: Height Intelligence Initiative Lord et al (1984) found that group ascribed to leaders 3 attributes: Dominance Masculinity
Behavioural Approach
In the late 1940s, the emphasis shifted to determining what behaviours are associated with effective leadership.
McCare, Robert R. (2000): “Trait Psychology and the Revival of Personality and Culture Studies”

6. ☀ The Trait Approach
Early researchers believed that notable leaders had some unique set of qualities or traits that distinguished them from their peers. Physical traits, intelligence, personality traits. Trait theories are about “Who is a leader?”
The theories identify certain personality types and concern well-known personalities who possess distinguished innate characteristic, or just were at the right place at the right time. Examples: Ghandi, Churchill etc.
Trait researchers identify leadership traits and develop methods for measuring them, and for selecting leaders.
Although the trait approach has been largely unsuccessful, in recent years it has received renewed interest. Researchers have found that drive, motivation, integrity, and other traits are common among effective leaders.
Stogdill (1948): revised 124 studies of leadership & found only 3 attributes for most leaders:
Height
Intelligence
Initiative
Lord et al (1984) found that group ascribed to leaders 3 attributes:
Dominance
Masculinity

7. ☀ The behavioural Approach What the leader does rather than who the leader is
The way someone performs the task:
Authoritarian
Strong control. Dominance. Orders to be followed. Directions are commands. Criticism is common
Democratic:
Participative and less controlling
Control is shared by the group
Stimulation and guidance instead of commands
Group responsibility for the outcomes is based on:
Active participation
Responsibility for oneself and for the welfare of the group
Concern and consideration for each group member
Laissez-Faire:
inactive, passive, no-directional
Lack of limits
Control is left to the group
Independent non-co-ordinated activities
Highly self-directed, motivated and selv-organised groups could here become highly creative and productive
Autocratic styles tend to work best in High Power-Distance countries, and
Participative styles in Low Power-Distance countrie [Hoffstede]

8. ☀ The behavioural Approach
The Michigan and the Ohio State Studies were two prominent “behavioural approach”, conducted simultaneously 1940s to examine behaviours associated with effective leadership.
The Michigan Studies
The Ohio State Studies
The Ohio State Studies found that leaders engaged in two separate sets of leadership behaviours, referred to as consideration and initiating structure.
The researchers found that leadership consists of two separate dimensions:
Job-centered leader behaviour.
Employee-centered leader behaviour.

9. Leaders behaviours Consideration Initiating Structure
Stogdill & Coons (1957)
Factor analysis of the 9 dimensions gave 2 large factors
identified 9 dimensions of behaviour:
Initiation
Membership
Representation
Integration
Organization
Domination
Communication
Recognition
Production
Consideration
Helping subordinates
Doing favours
Explaining
Initiating Structure
Getting subordinates to follow rules
Setting performance standards
Making roles explicit

10. ☀The Ohio State Studies
Consideration
Initiating Structure
Involves being concerned with subordinates’ feelings and respecting subordinates’ ideas.
Involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them.
Unlike the Michigan Studies variables, consideration and initiating structure were not thought to be on the same continuum. Instead, they were seen as independent dimensions of leadership behaviour.

11. ☀The Evolution of Leadership Research
Contingency Theories
(person x situation)
Fiedler’s
contingency
theory
(enduring
personality-like
qualities)
House’s
path-goal
theory
(behavior
repertoire)
Behaviors
(task and
people)
Traits
1900
1950
1960
1970
Time

12. ☀ The Evolution of Leadership Research
1900: Traits approaches
1950: Behavioral theories
1990s
1960: Contingency theories

13. ☀ Perspective Offered by Each Theory
Qualities needed
Behavior needed
Traits [P]
Behavioral [E]
Leadership
requirements of
an organization
Contingency [A]
Alternative views [K]
Assess person
and situation
Vision, charisma, knowledge