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SOMETIMES, THERE IS MUCH
CONFUSION BETWEEN A LEADER
     AND A MANAGER

 BUT WHAT’S THE DIFFERENCE????
LEADERSHIP MANAGEMENT
    The ability to       Use of authority inherent
  influence a group       in designated formal rank
     toward the         to obtain compliance from
achievement of goals,     organizational members,
     establish            mainly to implement
  direction by a            the vision through
  vision and align       outlined strategies by the
   people towards                  leader.
       goals.
“Not all leaders are managers, nor
    are all managers leaders.”
“Not all leaders are managers, nor
     are all managers leaders.”
 SANCTIONED            NON-SANCTIONED
                         LEADERSHIP
 LEADERSHIP
 Ability to influence     Ability to influence
 that arises within     that arises outside
    the formal             the formal
 structure of the       structure of the
   organization           organization
Theories that consider
      personal qualities and
characteristics differentiate
  leaders from non-leaders

TRAIT THEORIES OF
   LEADERSHIP
LEADERS ARE
                                 BORN, NOT
     Theories that consider
                                     MADE!
      personal qualities and
characteristics differentiate
  leaders from non-leaders

TRAIT THEORIES OF
   LEADERSHIP
1990’s
“Leaders are not like
   other people”
1990’s
“Leaders are not like
   other people”
             isolated traits
               varied from
                  review to
                     review
BIG FIVE FRAMEWORK
 Most of the isolated traits that emerged from earlier
 studies could be subsumed under one of the Big Five

➡EXTRAVERSION
   -leader emergence

➡CONSCIENTIOUSNESS and OPENNESS TO
EXPERIENCE

➡AGREEABLENESS and EMOTIONAL
STABILITY
BIG FIVE FRAMEWORK
Most of the isolated traits that emerged from earlier
studies could be subsumed under one of the Big Five

EMOTIONAL INTELLIGENCE (EI)
                              EMPATHY
                     sensing others’ needs,
                  listening to what others
                          say and don’t say,
           reading the reactions of others
IMPORTANT POINTS
➡     Traits can predict leadership

➡      Traits do a better job at predicting
the emergence of leaders and the
appearance of leadership than in actually
distinguishing between effective and
ineffective leaders
Theories proposing
  that specific behaviors
    differentiate leaders
         from nonleaders

BEHAVIORAL THEORIES
   OF LEADERSHIP
WE CAN
                                TRAIN
     Theories proposing
                            PEOPLE TO
  that specific behaviors
                              BECOME
    differentiate leaders
                             LEADERS!
         from nonleaders

BEHAVIORAL THEORIES
   OF LEADERSHIP
OHIO STATE STUDIES
(1) INITIATING STRUCTURE
     -refers to the extent to which a leader is likely to
     define and structure his or her role and those of
     subordinates in the search for goal attainment.

(2)CONSIDERATION
    -the extent to which a leader is likely to have job
    relationships characterized by mutual trust,
    respect for subordinates’ ideas, and regard for
    their feelings
UNIVERSITY OF MICHIGAN
(1) EMPLOYEE-ORIENTED
    -emphasizing interpersonal relations; taking
    a personal interest in the needs of
    employees, and accepting individual
    differences among members

(2) PRODUCTION-ORIENTED
    -emphasizing the technical or task aspect of
    the job
MANAGERIAL GRID
•developed by Blake and Mouton
•also called the leadership grid
•based on the style of concern for people and concern for production
Theories proposing that
        specific situations or
                     contexts
   differentiate leaders from
                   nonleaders

CONTINGENCY THEORIES
   OF LEADERSHIP
LEADERS
     Theories proposing that
                                  EMERGE IN
        specific situations or
                                    CERTAIN
                     contexts
                                SITUATIONS!
   differentiate leaders from
                   nonleaders

CONTINGENCY THEORIES
   OF LEADERSHIP
FIEDLER
CONTINGENCY MODEL
                                Degree to which the
 LEADERSHIP
                                situation gives
    STYLE
                                control to the leader

Key Assumption:
       Leader must fit situation; options to accomplish this:
              !! Select leader to fit situation
          !! Change situation to fit leader
Fiedler Contigency Model: The
           Leader
STEP 1:
Least Preferred Co-worker (LPC)
questionnaire
  -an instrument that purports to
  measure whether a person is task-
  oriented or relationship oriented.
Fiedler Contigency Model:
       Defining the Situation
STEP 2:
Leader-member relations
  -the degree of confidence, trust and respect members have
  in their leaders (good vs. poor)
Task Structure
  -the degree to which the job assignments are procedurized
  (high vs. low)
Position Power
  -the degree of influence a leader has over power variables
  such as hiring, firing, discipline, promotions and salary
  increases (strong vs. weak)
Fiedler Contigency Model
         Findings
Cognitive Resource Theory
A theory of leadership that states that the level
of stress in a situation is what impacts whether a
leader’s intelligence or experience will be more
effective.
•! Research Support
   !! Less intelligent individuals perform better in leadership
      roles under high stress than do more intelligent individuals.
   !! Less experienced people perform better in leadership roles
      under low stress than do more experienced people.
SITUATIONAL LEADERSHIP
     THEORY (SLT)
            (Paul Hersey & Ken Blanchard)
   A contingency theory that focuses on followers’
   readins; the more 'ready' the followers (the more
     willing and able) the less the need for leader
               support and supervision.
         Amount of Follower Readiness
  LOW                                      HIGH




          Amount of Leader Support &
            Supervision Required
  HIGH                                      LOW
Follower       Unwilling        Willing
Readiness
              Supportive
                              Monitoring
       Able   Participative
                       Leadership
                         Styles

                              High Task &
     Unable    Directive      Relationship
                              Orientations
LEADER-MEMBER
EXCHANGE THEORY (LMX)
PATH-GOAL THEORY
    ROBERT HOUSE
PATH-GOAL THEORY
                 ROBERT HOUSE

The leader must help
followers attain goals
and reduce roadblocks
to success
LEADER-PARTICIPATION MODEL
           Victor Vroom & Philip Yetton

 • Rule-based decision tree to guide leaders
 about when and when not to include
 subordinate participation in decision making

 • Considers 12 contingency variables to consider
  whether or not to include subordinates in decision
  making
CONTEMPORARY
ISSUES IN LEADERSHIP
FRAMING: USING WORDS TO SHAPE
  MEANING AND INSPIRE OTHERS
Framing
 - using language to manage meaning
 - involves selectively including or excluding facts
 - leaders use framing to influence how others see
   and interpret reality.
  Examples
   Lawyers shaping their arguments to make their
  case stronger.
CHARISMATIC LEADERS
➡ CHARISMATIC LEADERSHIP THEORY
➡ Charisma: quot;a certain quality of an individual
personality, by virtue of which he is set apart
from ordinary men and treated as endowed
with supernatural, superhuman, or at least
specifically exceptional powers or qualities”.
        ➡ uses PASSION as catalyst for generating
        enthusiasm


➡ Charismatic can be BOTH born and made.
KEY CHARACTERISTICS OF
      CHARISTMATIC LEADERS

1) Vision & Ariticulation
2) Environmental Sensitivity
3) Sensitivity to follower’s needs
4)Unconventional behavior
BEYOND CHARISMATIC LEADERSHIP
Level 5 Leaders

   - Possess a fifth dimension—a paradoxical blend of personal humility and
      professional will—in addition to the four basic leadership qualities (individual
      capability, team skills, managerial competence, ability to stimulate others)
   - Channel their ego needs away from themselves and into the goal of building a
      great company

Charismatic leaders are seen as effective as employees tend to personally
  identify with them

They take over the crowd and this is noticeable in their reactions and
  behaviours

Crowd is mesmerised, compelled, emotions are revealed

VISIONS ARE SEEN AS INSPIRATIONAL
CHARISMATIC LEADERSHIP:
   GOOD SIDES & BAD SIDES
                                  BAD
      GOOD
                        - People are only receptive to
- High profits
                        such leaders in certain
- Employees more        situations and in crisis
  hardworking
- More employee         - Charisma can be used for
  readiness               personal gains (leverage
- Captivates audience     higher salaries & rewards)

                        Can be DANGEROUS as
  BUT may be
                          charisma overwhelms
workable only in
                         employees and can be
given situations
                              manipulative
TRANSACTIONAL LEADERS

➡ Ohio studies, fielders model, path goal theory
concern the transactional leader

➡One who guides and motivates followers

➡Establish goals and clarify
➡ Set specific requirement
()
       &'
    $%
  quot;#
!

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Ls100 Leadership (Incomplete)

  • 1. !!quot;!#!$!quot;!%!&!'!(!)! quot;& #$% !quot;
  • 2.
  • 3. SOMETIMES, THERE IS MUCH CONFUSION BETWEEN A LEADER AND A MANAGER BUT WHAT’S THE DIFFERENCE????
  • 4. LEADERSHIP MANAGEMENT The ability to Use of authority inherent influence a group in designated formal rank toward the to obtain compliance from achievement of goals, organizational members, establish mainly to implement direction by a the vision through vision and align outlined strategies by the people towards leader. goals.
  • 5.
  • 6. “Not all leaders are managers, nor are all managers leaders.”
  • 7. “Not all leaders are managers, nor are all managers leaders.” SANCTIONED NON-SANCTIONED LEADERSHIP LEADERSHIP Ability to influence Ability to influence that arises within that arises outside the formal the formal structure of the structure of the organization organization
  • 8.
  • 9. Theories that consider personal qualities and characteristics differentiate leaders from non-leaders TRAIT THEORIES OF LEADERSHIP
  • 10. LEADERS ARE BORN, NOT Theories that consider MADE! personal qualities and characteristics differentiate leaders from non-leaders TRAIT THEORIES OF LEADERSHIP
  • 11.
  • 12. 1990’s “Leaders are not like other people”
  • 13. 1990’s “Leaders are not like other people” isolated traits varied from review to review
  • 14.
  • 15. BIG FIVE FRAMEWORK Most of the isolated traits that emerged from earlier studies could be subsumed under one of the Big Five ➡EXTRAVERSION -leader emergence ➡CONSCIENTIOUSNESS and OPENNESS TO EXPERIENCE ➡AGREEABLENESS and EMOTIONAL STABILITY
  • 16. BIG FIVE FRAMEWORK Most of the isolated traits that emerged from earlier studies could be subsumed under one of the Big Five EMOTIONAL INTELLIGENCE (EI) EMPATHY sensing others’ needs, listening to what others say and don’t say, reading the reactions of others
  • 17.
  • 18. IMPORTANT POINTS ➡ Traits can predict leadership ➡ Traits do a better job at predicting the emergence of leaders and the appearance of leadership than in actually distinguishing between effective and ineffective leaders
  • 19.
  • 20. Theories proposing that specific behaviors differentiate leaders from nonleaders BEHAVIORAL THEORIES OF LEADERSHIP
  • 21. WE CAN TRAIN Theories proposing PEOPLE TO that specific behaviors BECOME differentiate leaders LEADERS! from nonleaders BEHAVIORAL THEORIES OF LEADERSHIP
  • 22.
  • 23. OHIO STATE STUDIES (1) INITIATING STRUCTURE -refers to the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. (2)CONSIDERATION -the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings
  • 24.
  • 25. UNIVERSITY OF MICHIGAN (1) EMPLOYEE-ORIENTED -emphasizing interpersonal relations; taking a personal interest in the needs of employees, and accepting individual differences among members (2) PRODUCTION-ORIENTED -emphasizing the technical or task aspect of the job
  • 26.
  • 27. MANAGERIAL GRID •developed by Blake and Mouton •also called the leadership grid •based on the style of concern for people and concern for production
  • 28.
  • 29. Theories proposing that specific situations or contexts differentiate leaders from nonleaders CONTINGENCY THEORIES OF LEADERSHIP
  • 30. LEADERS Theories proposing that EMERGE IN specific situations or CERTAIN contexts SITUATIONS! differentiate leaders from nonleaders CONTINGENCY THEORIES OF LEADERSHIP
  • 31.
  • 32. FIEDLER CONTINGENCY MODEL Degree to which the LEADERSHIP situation gives STYLE control to the leader Key Assumption: Leader must fit situation; options to accomplish this: !! Select leader to fit situation !! Change situation to fit leader
  • 33. Fiedler Contigency Model: The Leader STEP 1: Least Preferred Co-worker (LPC) questionnaire -an instrument that purports to measure whether a person is task- oriented or relationship oriented.
  • 34. Fiedler Contigency Model: Defining the Situation STEP 2: Leader-member relations -the degree of confidence, trust and respect members have in their leaders (good vs. poor) Task Structure -the degree to which the job assignments are procedurized (high vs. low) Position Power -the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions and salary increases (strong vs. weak)
  • 36. Cognitive Resource Theory A theory of leadership that states that the level of stress in a situation is what impacts whether a leader’s intelligence or experience will be more effective. •! Research Support !! Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. !! Less experienced people perform better in leadership roles under low stress than do more experienced people.
  • 37.
  • 38. SITUATIONAL LEADERSHIP THEORY (SLT) (Paul Hersey & Ken Blanchard) A contingency theory that focuses on followers’ readins; the more 'ready' the followers (the more willing and able) the less the need for leader support and supervision. Amount of Follower Readiness LOW HIGH Amount of Leader Support & Supervision Required HIGH LOW
  • 39. Follower Unwilling Willing Readiness Supportive Monitoring Able Participative Leadership Styles High Task & Unable Directive Relationship Orientations
  • 40.
  • 42.
  • 43. PATH-GOAL THEORY ROBERT HOUSE
  • 44. PATH-GOAL THEORY ROBERT HOUSE The leader must help followers attain goals and reduce roadblocks to success
  • 45.
  • 46. LEADER-PARTICIPATION MODEL Victor Vroom & Philip Yetton • Rule-based decision tree to guide leaders about when and when not to include subordinate participation in decision making • Considers 12 contingency variables to consider whether or not to include subordinates in decision making
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  • 49.
  • 50. FRAMING: USING WORDS TO SHAPE MEANING AND INSPIRE OTHERS Framing - using language to manage meaning - involves selectively including or excluding facts - leaders use framing to influence how others see and interpret reality. Examples Lawyers shaping their arguments to make their case stronger.
  • 51.
  • 52. CHARISMATIC LEADERS ➡ CHARISMATIC LEADERSHIP THEORY ➡ Charisma: quot;a certain quality of an individual personality, by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities”. ➡ uses PASSION as catalyst for generating enthusiasm ➡ Charismatic can be BOTH born and made.
  • 53.
  • 54. KEY CHARACTERISTICS OF CHARISTMATIC LEADERS 1) Vision & Ariticulation 2) Environmental Sensitivity 3) Sensitivity to follower’s needs 4)Unconventional behavior
  • 55.
  • 56.
  • 57.
  • 58. BEYOND CHARISMATIC LEADERSHIP Level 5 Leaders - Possess a fifth dimension—a paradoxical blend of personal humility and professional will—in addition to the four basic leadership qualities (individual capability, team skills, managerial competence, ability to stimulate others) - Channel their ego needs away from themselves and into the goal of building a great company Charismatic leaders are seen as effective as employees tend to personally identify with them They take over the crowd and this is noticeable in their reactions and behaviours Crowd is mesmerised, compelled, emotions are revealed VISIONS ARE SEEN AS INSPIRATIONAL
  • 59.
  • 60. CHARISMATIC LEADERSHIP: GOOD SIDES & BAD SIDES BAD GOOD - People are only receptive to - High profits such leaders in certain - Employees more situations and in crisis hardworking - More employee - Charisma can be used for readiness personal gains (leverage - Captivates audience higher salaries & rewards) Can be DANGEROUS as BUT may be charisma overwhelms workable only in employees and can be given situations manipulative
  • 61.
  • 62. TRANSACTIONAL LEADERS ➡ Ohio studies, fielders model, path goal theory concern the transactional leader ➡One who guides and motivates followers ➡Establish goals and clarify ➡ Set specific requirement
  • 63. () &' $% quot;# !