1. Differentiate between leadership and management. 2. Describe key leadership traits, styles, and behaviours. 3. Explain the basics of contingency theories of leadership. 4. Present an overview of transformational and transactional leadership.

1. Leadership
Dr Dorota Joanna BourneDr Dorota Joanna Bourne

2. Learning Objectives
1. Differentiate between leadership and
management.
2. Describe key leadership traits, styles, and
behaviours.
3. Explain the basics of contingency theories of
leadership.
4. Present an overview of transformational and
transactional leadership.

3. Leadership
The ability to inspire confidence and support
among the people on whose competence and
commitment performance depends.
Involves influencing others to achieve
objectives important to them and the
organisation.
Contributes to organisational effectiveness
through the use of desirable personal
attributes to achieve good results.

4. Leaders versus ManagersLeaders versus Managers

5. Leadership Traits and
Characteristics
Cognitive skills
Mental abilities and
knowledge
Problem-solving skills
Imagination, creativity,
and a willingness to
experiment
Technical and
profession competence
(knowledge of the
business)
Personality traits
Enthusiasm
Self-awareness
Self-confidence
Trustworthiness
Emotional intelligence
Needs for power and
achievement
A sense of humor

6. Leadership Styles and Behaviour
Behavioural approach to leadership
Attempts to specify how the behaviours of effective
leaders differ from less-effective leaders.
Assumes that leaders are relatively consistent in how
they attempt to influence group members.
Key concept is “leadership style”—the consistent
pattern of behaviour that characterises a leader.
Recognizes that some leaders modify their leadership
style as the situation requires.

7. Studies on Leadership
Dimensions
Ohio State University
Initiating structure
The degree to which the leader establishes structure for
group members: assigning task, specifying procedures,
scheduling work, and clarifying expectations.
Consideration
The degree to which the leader creates an environment of
emotional support, warmth, friendliness, and trust.

8. Leadership
Styles

9. The
Leadership
Grid
Impoverished Management:
Exertion of minimum effort to get
required work done is appropriate to
sustain organization membership.
Country Club Management:
Thoughtful attention to the needs of
the people for satisfying relationships
leads to a comfortable, friendly
organization atmosphere and work
tempo.
Team Management:
Work accomplishment is from
committed people; interdependence
through a "common stake" in
organization purpose leads to
relationships of trust and respect.
Authority-Compliance Management:
Efficiency in operations results from
arranging conditions of work in such a
way that human elements interfere to a
minimum degree.
Middle of the Road Management:
Adequate organization performance is possible through
balancing the necessity to get work out while maintaining
morale of people at a satisfactory level.
9,1
1,9
1,1
9,9
5,5
9
8
7
6
5
4
3
2
1
1
Low High
High
Low
Concern for results
®
Concernforrelationships

10. Contingency Theories of Leadership
Attempt to specify the conditions under which
various leadership styles would lead to the
best results.
Assume the best style of leadership depends
on:
The leader’s relations with subordinates
Characteristics of the subordinates
Factors in the work setting.

11. Fiedler’s Contingency Theory of
Leadership
Situational control
The degree to which the leader can control and
influence the outcomes of group effort.
Measurements of situational control are based
on:
Leader-member relations (good to bad)
Task structure (well to ill-defined)
Position power (the leader’s ability to reward and
control)

12. Fiedler’s Contingency Theory of
Leadership

13. The Situational Leadership
ModelRELATIONSHIPBEHAVIOR(High)
(Low)
(High)(Low) TASK BEHAVIOR
High Relationship
and Low Task
High Task and
Low Relationship
Low Relationship
and Low Task
High Task and
High Relationship
(High)(Low) Follower Readiness
Able and
Willing
Able but
Unwilling
Unable and
Unwilling
Unable but
Willing

14. Transformational Leadership
Helps organisations and people make
positive changes in the way they conduct
their activities.
Is closely linked to strategic leadership.
Is involved in sweeping positive changes.

15. Transformational
Leadership
Vision:
Communicates a clear and
positive vision of the future
Staff Development :
Treats staff as individuals;
supports and encourages
their development
Supportive leadership:
Gives encouragement and
recognition to staff
Empowerment:
Fosters trust, involvement,
and co-operation among
team members
Innovative Thinking:
Encourages thinking
about problems in new
ways and questions
assumptions
Lead by Example:
Is clear about his or her
values, and practices
what he or she preaches
Charisma:
Instills pride and respect
in others and inspires me
by being highly
competent

16. Substitutes for Leadership
Leadership may be unnecessary, detrimental or of
no consequence in certain circumstances.
Substitutes for Leadership:
Group member characteristics
Highly capable persons or groups (followers) can function
with less leadership.
Effective followers are self-managers, are committed, have
competence and focus, and possess courage.

17. Choosing an Appropriate
Leadership Model
1. Carefully diagnose the situation.
2. Choose a leadership approach that best fits
the situational deficiencies or opportunities.
3. Observe the people to be led; come to
understand their interests, goals, and
concerns.
4. Apply the chosen leadership approach.