1. Leadership
Ability to influence a group toward the achievement of goals
I) Trait Theories
II) Behavioral Theories
III) Contingency Theories

2. Trait Theories Traits can predict leadership Leaders born as leaders
Personality characteristics- Big Five:
Extroversion: assertive, sociable
Agreeableness: cooperative, warm
Conscientiousness: responsible, organized, dependable, reliable
Emotional stability: calm, self-confident (person’s ability to withstand stress)
Openness to experience: creative, curious

3. II) Behavioral Theories
1) Ohio State Studies: Questions were asked to subordinates about their feelings & perceptions concerning their leaders
Initiating structure: Behavior attempting to organize work, relationships & goals
Consideration: Person having job relationships characterized by mutual trust, respect for subordinates’ goals & regard for their feelings

4. 2) University of Michigan Studies
Product-oriented: Emphasize technical & task aspects of the job
Employee-oriented: Emphasize interpersonal relationships; taking personal interests in the needs of their subordinates
=> Higher group activity & higher job satisfaction

5. Concern for production
3) The Managerial Grid
Two dimensions, which a leader gives importance:
(1.1): Impoverished
(1,9): Country club
(5,5): Middle-of-the-road
(9.1): Task oriented
(9,9): Team oriented
Concern
for people
Concern for production

6. II) Contingency Theories
1) The Fiedler Model: An individual’s leadership style is essential in success. LPC (Least-preferred co-worker) questionnaire.
16 objectives (pleasant/unpleasant, open/guarded...) Situations:
Leader-member relations
Task structure
Position power
Change leader to fit the position or vice versa.

7. 2) Leader-Member Exchange Theory
Leaders establish a special relationship with a small group of followers
=> In-group: Higher performance ratings, lower turnover intentions, greater satisfaction with their superiors, higher overall satisfaction than those in out-group

8. 3) Path-Goal Theory
Leader’s job is to assist his/her followers in attaining their goals & goals being compatible with organization
Leader’s behavior is acceptable: immediate source of current & future satisfaction; Motivational:
Makes subordinate need satisfaction contingent on effective performance
Provides coaching, guidance, support & rewards necessary for effective performance

9. Achievement-oriented Outcomes Performance Satisfaction
Environmental Contingency Factors
Task Structure
Formal authority system
Work group
Leader behavior:
Directive
Supportive
Participative
Achievement-oriented
Outcomes
Performance
Satisfaction
Subordinate Contingency Factors
Locus of control
Experience
Perceived ability

10. 4)Leader-Participation
Leadership behavior & participation in decision making are related
7 Questions about structure, decision-making and subordinates => Decision Tree => Leadership styles (Autocratic, Supportive, Participative)

11. Inspirational Approaches to Leadership
I) Charismatic Leadership: Vision, willingness to take risks to achieve that vision, sensitivity to followers’ needs, exhibiting behaviors that are out of ordinary
Dark Side: Sometimes recklessly used organizational resources for their personal benefits

12. Leadership
II) Transactional Leadership: Ohio-State, Fiedler, Path-Goal Theory- Motivate their followers in the direction of established goals by clarifying role & task requirements
Laissez-faire: Most passive, least effective
Management by exception: Ineffective, available only when a problem occurs
Contingent reward: can be effective, but will not get employees to go beyond the call of duty

13. III) Transformational Leadership
Encourage followers to be more innovative & creative
Idealized influence: Behaving in admirable ways that cause followers to identify with the leader
Inspirational motivation: Articulating a vision that is appealing & inspiring the followers
Intellectual stimulation: Taking risks, soliciting followers’ ideas => encourage creativity in followers
Individualized consideration: Attending each follower’s needs

14. IV) Authentic Leadership
Role of ethics & trust
Authentic leaders know who they are, know what they believe in and value & act on these values and beliefs openly
Their followers consider them as ethical people