Leadership

Leading vs. Managing

Leading Managing
• People • Processes
• Long Term • Short Term
• Motivating • Controlling
 Leading vs. Managing

• “Most U.S. corporations today are over-managed

and under-led.”

• Both skill sets are important and should be valued.

• Many people are better at one vs. the other. Some

people can do both well.
- John Kotter
What does it take
to be a successful
leader?
 Leadership Matrix

Extrover
t
Bold
Etc.
Early theories were
based on traits.
Great Man
Theory
The Evolution of Leadership Thought

Trait
Theory
 Examples of Traits
Desire to
Drive
Lead

Honesty Self-
and confidenc
Integrity e
Job-
Intelligen relevant
ce Knowledg
e
Source: Reprinted from “Leadership: Do Traits Really Matter?” by S. A.
Kirkpatrick and E. A. Locke by permission of Academy of Management
Executive, May 1991, pp. 48–60. © 1991 by Academy of Management
Executive.
The Evolution of Leadership Thought

Trait
Theory
Behavioral
Styles
 The Ohio State Studies
• Studies that sought to identify independent
dimensions of leader behavior
– Structure (Task facilitating)
• The extent to which a leader defines and structures his or her
role and the roles of employees to attain goals
– Consideration(Relationship building)
• The extent to which a leader has job relationships
characterized by mutual trust, respect for employees’ ideas,
and regard for their feelings
 The University Of Michigan Studies
• Studies that sought to identify the behavioral
characteristics of leaders related to performance
effectiveness (Task facilitating)
– Job-centered behavior
• Emphasizes technical or task aspects of a job, is concerned
mainly with accomplishing tasks, and regards group members
(Relationship
as a means to accomplishing goals. building)
– Employee-centered behavior
• Emphasizes interpersonal relations, takes a personal interest
in the needs of employees, and accepts individual differences.
X vs. Y
0 40
 Continuum of Leader Behavior

Source: Adapted and reprinted by permission of the Harvard Business Review. An exhibit from “How to Choose a
Leadership Pattern” by R. Tannenbaum and W. Schmidt, May–June 1973. Copyright © 1973 by the President and Fellows
of Harvard College; all rights reserved.
Autocratic Style of Leadership

• Centralizes authority,
dictates work
methods, makes
unilateral decisions,
and limits employee
participation.
 Participative Style of Leadership

• Involves employees in decision making, delegates

authority, encourages participation in deciding
work methods and goals, and uses feedback.

– Consultative
vs. Democratic
 Laissez-Faire Style of
Leadership
• Gives employees complete freedom to make
decisions and to decide on work methods
 Continuum of Leader Behavior

Source: Adapted and reprinted by permission of the Harvard Business Review. An exhibit from “How to Choose a
Leadership Pattern” by R. Tannenbaum and W. Schmidt, May–June 1973. Copyright © 1973 by the President and Fellows
of Harvard College; all rights reserved.
 Conclusions about Leadership
Styles
• The laissez-faire leadership style can be effective
if certain criteria is met.
• Quantity of work is equal under authoritarian and
democratic leadership styles.
• Long term satisfaction is higher under democratic
leadership.
The Evolution of Leadership Thought

Trait Contingen
Theory cy
Behavioral Theories
Styles
Contingency Theories

Leadership effectiveness depends on a

combination of the:
– Leader
– The Led
– Situation
FIEDLER’S CONTINGENCY THEORY
Fiedler Contingency Leadership
Model
Success depends on the proper match
between the leader’s style of interacting
with employees and the degree to which
the situation gives control and influence
to the leader.

Least-Preferred Coworker Questionnaire

used to determine whether leader is task
or relationship oriented
Fiedler’s Contingency Leadership
Model

Situational Leadership
Criteria Behavior

Leader-Member
Relations Task
Task Structure
Relationship
Position Power
Fiedler’s Contingency Leadership
Model
Fiedler’s Contingency Leadership
Model

Highly Highly
Unfavorable
Nature Of The Favorable
Situation

Task Relationsh Task

Oriented ip Oriented
Oriented

NOTE: Inflexible leadership

behavior…
PATH-GOAL THEORY
 Path-Goal Theory
• It is a leader’s job to assist followers in attaining
their goals and to provide the necessary direction
and support.
• Assumes that the leader’s
style is flexible and can be
changed to adapt to the
situation at hand.
Path-Goal
Theory
 How long?
• Saint John the Divine:
130+ yrs (1892 – ?)
• St. Peter’s Basilica:

420 yrs (1506 –

1926)
• Duomo Milano:
501 yrs (1386 –
1887)
 Visionary Leadership
• Share the vision to others in a way that makes it
contagious.
• Express the vision not just verbally but through
the leader’s behavior.
The Evolution of Leadership Thought

Trait Contingen
Theory cyTheories
Behavioral Transformational
Styles Style
 Transactional vs.
Transformational
• Transactional Leader
– Guides followers toward established goals by clarifying
role and task requirements.
– Relies heavily on extrinsic motivation.
• Transformational Leader
– Inspires followers to transcend their own self-interests for
the good of the organization.
– Establishes a shared vision.
– Relies heavily on intrinsic motivation.
 Transformation Leadership

• Act like a leader -

integrity with
authenticity
• Inspirational,
optimistic, passionate
• Know the people you are leading and
help them develop (servant leadership)
• Stimulate action, make others think and
take responsibility
The Evolution of Leadership Thought

Trait Contingen
Theory cyTheories
Behavioral Transformational
Styles Style
Emotional Intelligence
 Leadership Power
• Legitimate
• Reward
• Coercive
• Expert
• Referent

Expert and Referent are

considered to be the most
effective. Adapted from French & Raven’s Taxonomy
of Power
What is emotional intelligence?
The ability to manage
ourselves and our
relationships effectively
through awareness of and
effective response to our
emotions.
“It’s not your IQ. It’s not even a
number. But emotional
intelligence may be the best
predictor of success in life,
redefining what it means to be
smart.” Time Magazine, October 2, 1995
 EQ and Leadership
“…our rule of thumb holds that EI contributes 80 to
90 percent of the competencies that distinguish
outstanding from average leaders -- and
sometimes more. To be sure, purely cognitive
competencies, such as technical expertise surface
in such studies—but often as threshold abilities,
the skills people need simply to do an average
job.”

Primal Leadership;
Goleman, Boyatzis & McKee
 EQ Competencies
Personal Social
Competenc Competenc
e e
Self Awareness Social Awareness
• Emotional Self Awareness • Empathy
What I • Accurate Self-Assessment • Organizational Awareness
See • Self-Confidence

Self Management Relationship Mgmt

• Emotional Self-Control • Inspirational Leadership
• Trustworthiness • Influence
• •
What I Do Adaptability Developing Others
• Achievement Orientation • Change Catalyst
• Initiative • Conflict Management
• Optimism • Building Bonds
• Motivation • Teamwork & Collaboration

Primal Leadership; Goleman, Boyatzis &

McKee
 Strong Leadership = EQ+ IQ
Likeability - EQ
Social Skills High
Low
Competent Jerks Lovable Stars
High

Competence - IQ
Technical Skills
Incompetent Lovable Fools
Jerks

Low

Casciaro and Lobo,

Relationships with management are a
critical factor in employees’ satisfaction
 How?
• Continuous improvement (The Leadership
Challenge)
• Leadership Development Plan
– Awareness
– Track progress
• Be a good follower
– Learn from role models
• Practice
– Seek out experiences, stretch
– Experiment with different styles, learn to adapt
• Enlist the aid of a “coach”
Leadership – final thoughts
• Cultural Differences – what works
here doesn’t necessarily work there
• Traits - Behavior - Contingency
• The most effective leaders will have
a strong combination of IQ and EQ
• Relationships are built on trust
– EQ, consistency, openness, time
• Follower outcomes are important
(Transformational – Servant
Leadership)