1. Charismatic Leadership Theory Transformational Theory Gallup Theory
Leadership Matters
Great Man Theory
Trait Theory
Ohio State Studies
Contingency Theory
Charismatic Leadership Theory
Transformational Theory
Gallup Theory
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2. Power and Leadership Legitimate Sources of Power
Position in the organization (formal authority)
Reward
Coerce or punish
Expertise
Referent power (charisma)
Control over information or access to resources (gatekeeper)
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3. Leader Behaviors: The Ohio State Studies
Dimensions of Leadership:
Consideration
Leader behavior indicative of mutual trust, friendship, support, respect, and warmth.
Example: “The leader is friendly and approachable.”
Initiating structure
Leader behavior by which the person organizes the work to be done and defines relationships or roles, the channels of communication, and ways of getting jobs done.
Example: “The leader lets group member know what is expected of them.”
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4. Transactional versus Transformational Leadership Behaviors
Transactional Leadership Behaviors
Leadership actions that focus on accomplishing the tasks at hand and on maintaining good working relationships by exchanging promises of rewards for performance.
Transformational Leadership Behaviors
Leadership actions that involve influencing major changes in the attitudes and assumptions of organization members and building commitment for the organization’s mission, objectives, and strategies.
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5. How to Be a Transformational Leader
Articulate a clear and appealing vision.
Explain how the vision can be attained.
Act confident and optimistic.
Express confidence in followers.
Provide opportunities for early successes.
Celebrate successes.
Use dramatic, symbolic actions to emphasize key values.
Lead by example.
Empower people to achieve the vision.
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6. Six Leadership Styles Coercive—”Do what I tell you”
Authoritative—”Come with me”
Affiliative—”People come first”
Democratic—”What do you think”
Pacesetting—”Do as I do, now”
Coaching—”Try this”
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7. Emotional Intelligence
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8. Five Components of Emotional Intelligence
Self-Awareness—recognize and understand moods and emotions
Self-Regulation—control or redirect disruptive impulses and moods
Motivation—a passion to work beyond money and status
Empathy—ability to understand the emotional makeup of others
Social Skill—proficiency in managing relationships and building networks
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9. Applying the Situational Leadership Model
Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission.
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FIGURE 10–8

10. Gallup Theory Great leaders hire talent Play favorites
Find the right fit
Focus on strengths, not weaknesses
Define the right outcomes---not the right steps
Set clear expectations
Care about employees
Recognize good performance
Value opinions
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11. Copyright © 2004 Prentice Hall. All rights reserved.

12. Gender Differences in Leadership Styles?
Copyright © 2004 Prentice Hall. All rights reserved.