Zahid Nazir

Roll # AB523655
ASSIGNMENT 2

[TYPE THE COMPANY ADDRESS]

HUMAN RESOURCE
MANAGEMENT
PERSONALITY TRAITS OF
A LEADER

ZAHID NAZIR
Roll No. AB523655
MBA Executive
2nd Semester , Spring 2009

ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD

C O M M O N W E A L T H O F L E A R N I N G1 E X E C U T I V E M B A P R O G R A M M E
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LEADERSHIP
Concept of Leadership is very important in
organizations because leaders are the ones
who make things happen. Without leaders, an
organization would find it difficult to get
things done. Leaders mostly help others to
learn – just as a coach would help players play
instead of playing himself. This assignment
covers the concept of leadership, personality
traits of a leader and leadership effectiveness
by providing working definitions and by
emphasizing the cultural limitations of the concepts. It presents several cultural
models that are used throughout the text to explain cross-cultural difference in
leadership. There is no universally agreeable definition of leadership. Just go
and type “leadership” on Google and you can find more than 123,000,000
different pages of reference on web. It involves influencing attitudes,
behaviors, beliefs and feelings of people and believes to be an important topic.

Peter Drucker the guru of Management defines Leadership as

“The only definition of a leader is someone who has followers."

While John C Maxwell defines

"leadership is influence - nothing more, nothing less."

According to John W. Gardner Leadership is

“the process of persuasion and example by which an individual (or leadership

team) induces a group to take action that is in accord with the leader’s purpose,
or the shared purposes of all.”

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Remember Leadership is a process and not a position. This important process

has three important components/ingredients:
1) Leader
2) Followers
3) Situation.
These three components play very important role on the process of leadership.

Leaders are those persons who are able to influence others and who possess
managerial authority.

Leadership, then, is the ability to influence a group toward the achievement of

goals. Trust is the foundation of leadership. Leaders develop an environment of
trust where the organizational members tend to establish a follower-ship with
the leader.

Who is a leader? A leader is defined as any person who influences individuals

and groups/teams within an organization, helps them in the establishment of
goals, and guides them toward achievement of those goals, thereby allowing
them to be effective.

Characteristics of Successful Leaders Effective and successful leaders have

certain characteristics. They are good communicators, they motivate others
(team members), they are good team builders, solve problems of others and of
organizations, they are good listeners and resolve conflicts, anticipate change
and mange it within team and organizations, they encourage risk taking by
their team members and also to promote the creativities.

If you study the life of successful leaders, you can find them a challenger of the
process, they inspire a shared vision, enable others to act, they model the way
by showing the path, encourage the followers, act as change agent and take
followers to the destination.

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Below is a list of leaders of corporate sector who created impression in this

world.

1. Bill Gates, co-founder of Microsoft 9. Asa G. Candler Coca-Cola

2. Sam Walton, former CEO of Wal-Mart 10. Michael Dell, founder of Dell Computer

3. Jack Welch, former CEO of General 11. Andy Grove, former CEO of Intel
Electric
4. Lee Iacocca, former CEO of Chrysler 12. Ted Turner, founder of CNN

5. Steve Jobs, CEO of Apple 13. Jeff Bezos, founder of Amazon.com

6. Walter E. Disney Walt Disney 14. Phil Knight, CEO of Nike

7. Henry Ford Ford Motor 15. Lou Gerstner, former CEO of IBM

8. William C. Procter Procter & Gamble 16. Robert W. Johnson Jr. Johnson &
Johnson

Think of someone in your life whom you would consider as “Leader”. What are
the qualities of character that this person has? I try to enlist few important
characters that person “leader” may have..

• Honest, trustworthy • Good role model

• Caring • Committed
• Good listener • Treats people with respect
• Positive, enthusiastic • Risk taker
• Planner • Decision Maker
• Consistent • Open
• Accountable • Transparent
• Responsible • Sensitive
• Connected to the Community • Knowledge
• Wisdom • Social Skills

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Are we born with these qualities or are they learned behaviors? To some
degree we have all of them -- some more so than others. We must choose and
work to strengthen these qualities in ourselves if we are to be effective
leaders.

Do we really need leaders? Consider how life would be different without

leadership in e.g. Families, Education, Businesses, Service Associations, Teams,
Countries and World.

EFFECTIVE LEADER

Leaders’ effectiveness depends on the achievements of group/team goals,

when internal processes are smooth and group/team is working as a cohesive
team. Effectiveness can also be seen when team/group adapt to external
forces. An organization achieves its goals when the leaders of an organization
will be more effective. A leader is effective when team/group is effective and
vice versa. Leader and followers are both important and depend on each other
for effectiveness.

Can a leader fail? Yes, some time we see leaders who are not effective or not-
good do fail in achieving their goals.

BAD LEADERSHIP

This can be defined as:

“Bad leadership falls into two categories: bad as in ineffective and bad as in
unethical. Ineffective leadership fails to produce the desired change while
unethical leadership fails to distinguish between right and wrong.”
Barbara Kellerman

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Characteristics of Leaders Who Fail

Rude and unapproachable: if the leader will act rudely and is

unapproachable to employee. He will fail to achieve organizational goals
because due to his/her this behavior participative environment can not
created within organization.

Cold and arrogant: if the leader will be proud of himself, no one wants to
work with him. And also if he or she has no feeling about others, nobody
will be agreeing to work with this type of arrogant person.

Untrustworthy: without trust, leaders can not perform well in the

organization. Teams/Groups/Organizations always grow when they have
trust on each others and a trustworthy leader is very essential for the
success of a team. If leader is untrustworthy, the probability of his/her
failure will be high.

Self-centered and political: if the leader will create or involve in political

environment in the organization, he/she will lose the ground because
politics can not work in the organization especially if leader is involved in
political activities. Especially when a leader is self centered and
interested only in personal benefits the result will be a mess and failure
and out put will be zero.

Poor performers: Team always depends on its leader. Leader is mentor,

role model, coach and sets the example for others. So if the leader of
team will be poor performer, team can not achieve the goals.

Unable to delegate: In this competitive environment of participations,

the leader must delegate the power and authority to downwards for
achieving the organizational goals in more efficient and effective
manner. So if the leader will not delegate the power and authority to
others or his subordinates, he will lose and that will be the failure of
leader.

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LEADERSHIP MANAGERIAL ROLES

In this competitive environment the style of management has also changed.

Now the organizations are working in more competitive environment, more
flat structures, depends on more functional teams lead by a leader.

MANAGERIAL ROLES

Leaders are managers too but not necessary that all managers are leaders.
Leaders need to play managerial role too. Management roles refer to specific
categories of managerial behavior.

a). Interpersonal roles included figurehead, leadership, and liaison activities.

 Figurehead
When they represent the organization, signing official document,
informally talking to people and attending out side meetings,
presiding the meetings and ceremonial events etc they are playing
the role of figurehead.

 Leader
Leader is responsible for giving instruction, coaching, hiring,
training, motivating, and evaluating performance etc and these are
responsibility of a leader.

 Liaison
When interacting with people outside their organization, attending
professional meetings, serving on committees, visiting and
meeting people to keep in touch, all these role are kind of liaison
on behalf of his/her team or organization.

b). Informational roles included monitoring, disseminating, and spokesperson

activities.

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 Monitor
Gather information, reading reports, publication etc, talking to
others in meeting inside or outside the organization, observing etc.

 Disseminator
They send information, instruction, orally or written and play the
role of disseminator.

 Spokesperson
Provide information outside the organization, answering queries,
letters, reporting information to govt. etc.

c). Decisional roles included those of entrepreneur, disturbance handler,

resource allocator and negotiator.

 Entrepreneur
Good leaders are always famous for innovation and creativity.
When innovate and initiate improvement (through monitor),
developing new ideas, new product & service, procedures, tools
etc

 Disturbance handler
Taking Corrective action during crises, uncertainty, breakdown,
labor issues, strike, material crises, or any others Resource
allocator Allocating and distribution of resources (financial, space,
equipment, material, HR etc)

 Negotiators
They represent organization at different levels, with competitors,
customers, clients, employees, Govt etc

Leadership and management are closely related but with distinguishable

functions. As discussed earlier, leaders are managers but not necessary that all

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managers are leaders. There are distinct differences among them if we

compare a leader from a manager.

Leaders Vs Managers

Leaders Managers
• Innovate
 Administer

• Develop
 Maintain

• Inspire
 Control

• Take the long-term view

 Have a short-term view

• Ask what and why

 Ask how and when

• Originate
 Imitate

• Challenge the status quo

 Accept the status quo

• Do the right things

 Do things right

MANAGERS VS LEADERS

As said earlier, leaders are manger too but not necessary that all managers may
be leaders. Arguments about the difference between leadership and
management are presented. Leaders are considered to be visionary and future-
oriented, whereas managers focus on day-to-day routine activities. The section
concludes that effective managers often perform many of the duties and
activities ascribed to leaders thereby making the distinction between the two
concepts somewhat unnecessary.

Leaders Managers
Vision oriented: the leaders are vision Process oriented: managers always think
oriented and think about future. about process that how the organization
works in efficient manner.
Protects staff: leaders always protect their Protects self: Managers always protect
staff and motivate them towards himself.
achievement of organizational goals.

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Approaches decisions actively: the leaders Approaches decisions cautiously:

are decision makers and do not hesitate to Managers always depends on his superiors
take decisions in any respect. and others to take decisions.
Staff oriented: leaders are staff oriented. Career oriented: managers always think
about his career that how he/she moves up
or develop his/her career.
Listens actively: leaders always involve his Listens selectively: managers always listen
staff in decision making and listen every and involve selective staff/employees during
body and get the suggestions from decision making.
employees seriously.

Deals with conflict: leader always deal with Avoids conflict: Managers always avoids
conflict as they are critical analyst in the being involved in conflicts.
positive way.

Trusted: leaders always trust on his Unclear regarding trust: he is unclear

employees/staff and vice versa. regarding trust.

These obvious differences between leaders and managers also affect the
processes in the organizations.

Difference between leadership and management:

Leadership Management
Set overall & future direction: they set the Set day-day direction: Mangers sets day by
overall organization direction and give the day direction to organization as per
vision. circumstances.
Focuses on results: A leader always focuses Focuses on processes: Managers always
on out put. focuses on processes that how to gets the
maximum out put by utilization of minimum
resources through reducing in processes of
the organization.
Mostly external: leaders mostly keep the Mostly internal: Managers always keep the
close eyes on external environment. close eyes on internal environment.
Concern=effectiveness: his concern on Concern=efficiency: his concern on
effectiveness efficiency
Stakeholder focused: Leaders focused on Personnel focused: Here the focus is
stake holder’s interest and strive for the personal and not on the stakeholders.
satisfactions of stakeholders.
Customer needs/capacities: thinks about Worker needs/capacities: thinks about

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customers demand organization capacity for customers demand

Embodies mission/vision: sets the mission
and vision
Gets more resources: gets more recourse to
accomplish the mission. They always try to
look for other opportunities.
Secures technologies: they protect the
technologies. Always keep their eyes open
and try to secure new technologies essential
to create competitive advantages.
Seeks to create needed change: they always
seek to create the needed change and
believe on “Change as the environment
change”.
Create teams’ esp. top teams: Leadership is
always focused on creating a team
especially top performing team. Leader role
is act as a coach and convert individual
working into teams.
Embodies goals/objectives: sets the goals
and objectives to achieve the mission.
Manages resources: a manager always
manages the resources.
Applies technologies: managers always
apply technologies available to them and will
not strive for change.
Seek stability/Manage change: Management
will try to manage the change and prefer to
maintain the stability in the organization.
Manage teamwork: Management focus is to
get things done from people/team and they
will try for this.

So, after the detail discussion on difference between leadership and

management, we can conclude that in Management we have an authority
relationship while leadership is a multidirectional influence relationship.

“Jack Welch (Former CEO of GE) says; “…dangerous to call someone a

manager” because..

“A manager…” Controls rather than facilitates, Complicates rather than

simplifies, Acts more like a governor than an accelerator.

CHARACTERISTICS

1. Personal Characteristics

A managerial culture emphasizes rationality and control, whether his or her

energies are directed towards goals, resources, organization structure. The
manager ask, ”What problems need to be solved, and what are the best ways
to achieve results, so people will continue to contribute to this organization.

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Management is keeping themselves away from emotions and focus mainly on

organization, compliances. They seem to know the procedure and policies
required to accomplish the organization routine tasks. From this prospective
leadership is more practical and emotionally connected with employees and
also with environment. Leadership is more open minded and listen different
ideas, ready for change and not only focusing present objectives of the
organization but also keep their focus on future too. They are honest with
themselves, with followers and with others too. With this honesty and concern
with the welfare of others they build trust and that is very essential for
leadership process.

2. Relationships

Leadership always focuses on people, inspire them and develop them to

achieve the organizational mission. They use personality powers to influence
others and act as coach and facilitators for followers. With their charismatic
personality leaders create a dynamic environment within the organization.
They also encourage the creativity and focuses on the dynamic environment
changes. While management focuses on objective and are mainly concern with
outputs, reports and mechanics of the organizations. To influence others,
management depends on the position powers and use control rather than
motivation. Risk taking is not encouraged and they suppress creativity in the
organization.

3. Providing Direction

Leadership always focuses on vision. Leadership reshapes the organizational

culture, motivates the employees, and believes on long term focus. Whether
management depends on detailed plan/schedule, allocation of resources,
improve the efficiency and focuses ob short term goals.

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4. Grouping

Leadership always creates the culture of communication and listen each

others, help others and facilitate others. They also reduce the boundaries and
create the teamwork in organization. Whereas management believe in line and
staff management, believe on organization, staff and structure, creates
boundaries and focuses on direct and control. Provide solution and guidelines
in the organization.

5. Outcomes

Leadership creates the culture of change and tries to implement change in

response to the changing environment for greatest outcome. Leadership
challenges the status quo and adopts the change. Believe on effectiveness and
efficiency. While management are concern about stability, are more
predictable and focus on short term expectations. Believe on day to day
outcome and not taking any risk.

EFFECTIVE LEADERSHIP

Traits desired in a leader are like Integrity, Consistency, Listen and discern
needs, Open-minded, Honest w/themselves; Inspire trust, Calm, Stays focused
while handling a volatile situation etc.

Trust

Trust among leader and followers is the key to success of this leadership
process. A trust between the leader and followers is very essential. When
trust exists, individuals are more likely to enter into the relationships
necessary for goal attainment.
Trust: The Foundation of Leadership
Leader’s integrity, competency, consistency, loyalty and openness are
the key ingredients to build trust.

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A Nurturing Climate

All members of the organization must be able to work in a climate that is

free of fear, one that fosters creativity and rewarding the
achievements. This nurturing climate is also essential for proper
leadership process and for the success of a team/group or organization
and for the effectiveness of a leader.

Freedom of Expression

All employees must be able to talk with one another, share ideas, critique
proposals, view issues critically, and obtain information that assists them
in being effective and creative. This will only be achieved through
creation of participative culture in the organization and freedom to
express on procedures, policies etc. Leader needs to create culture that
allows freedom of expression.

Respect for Diversity

In this competitive environment of business, organization are dealing

with diversify culture. Organizations are trying to capitalize this diversity
in the organization. Diversity of workforce has huge benefit and yes
some cost too. In order to make a commitment to the attainment of a
particular goal by capitalizing diversity in the organization/team, they
need to respect the diversity and let all people coming from different
background to feel valued, respected, and appreciated.

Free and Open for Creativity

A leader must create an environment where every one can share his/her
ideas and create the awareness that individuals must feel free to seek
new approaches, take independent decision and take risks. This will be
only done through a congenial environment in the organization, where
every one feels free to share his/her idea and are open for creativity.

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Change Agent
The leader may act as a change agent, which is an individual who acts as
a catalyst and leads the change process. Change is the true reality of the
organization. In this competitive business environment, without
responding the change no one can survive. “Change as the environment
change”.

IMPORTANT TRAITS OF LEADER

Leader Traits That Influence the Leadership Process:

 Personality is defined as a combination of psychological traits that

describes a person. Personality of leader play important role.
 Position is defined that one can influence on the group member or
in the organization.
 Experience is defied as an exposure that he or she have in his field
of expertise.

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QUALITIES OF LEADERS

Real leaders have certain qualities which make them different from rest of the
team members/followers. Few of those qualities are given below:

Qualities of a Leader

 Vision  Self Confidence

 Ability  Persistence
 Enthusiasm  Vitality
 Stability  Charisma
 Concern for others  Integrity

Vision: A leader has to have some ideas about his/her organization, about how
the future could be different. A leader requires strong sense of purpose and
should be clear in concept of collective Vision (Organization) and recognizes
what must be done and how to makes strategies for the accomplishment of
their vision. Clear concepts about vision can make a leader more focused and
effective. Vision about what is happening, what needs to be done and what is
coming in future.

Ability: Leaders must know about his or her Job and keep knowledge updated
and have ability to understand information, formulate strategies, and make the
decisions. If leader fails to do all these, employees do not respect him/her, and
ultimately leader loses faith and trust. That will be failure of a leader. Followers
always look toward leaders when making decision, when they are in problem,
or stuck or when things are not working. They will look toward leaders. Even
for technical issues, they will look toward leaders for solution. So a leader must
have the ability to handle all such issues.

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Enthusiasm: This is also an important trait of leaders. Leaders always create

excitements, which causes others to become interested and willing to accept
the challenges. Leaders always generate enthusiasm in followers so that this
excitement can trigger the goal oriented actions and ultimately followers get
motivated and involved in the achievement of the organizational goals.

Stability: Stability is another important quality of leaders. Leaders need to be

emotionally stable in handling challenges, in decision making and during the
time of pressures. During the process of leadership plus and minuses do come
and leaders need to face them with courage and unless they have stability in
their personality, this will become very difficult. Leaders should possess
objectivity, should not bring personal problems to work and be emotionally
stable.

Concern for Others: Leaders must be concerned always for their followers,
with their welfares and don’t treat them as machines. It is always the
responsibility of the leaders to think about the welfare of the employees. A
leader must have a humble and caring attitude towards employee/followers.
So that if he/she always puts the interest of others first, the loyalty will be built,
and ultimately the employees will work with more devotion and commitment.

Self-Confidence: Self confidence is very important quality one should have. For
leaders this will become even more important. All we discussed different
leaders qualities above, these are all linked with the self concept. With self
confidence, leaders can mange and handle even difficult situations. That is the
trait/quality which is appreciated by all concerns. Successful leaders stay calm
and confident and show confidence in their actions.

Persistence: Determination of a leader is also very important for business

success. So, a leader should have the devotion and commitment for business
and continuously motivate the employees for achieving the organizational
goals. The outgoing approach and persistence approach is always paying and
pushing the followers for the accomplishment of goals.

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Vitality: Leaders need strength/energy and stamina. Effective leaders are

electric, vigorous, active, and full of life, regardless of age or disability. These
qualities energize followers too. To achieve goals, leaders need stamina,
energy, health, and vigor. Same is true for followers.

Charisma: A Personality Trait. A quality that generates others’ interest and

creates followers. To influence others, charisma plays very important role.

Integrity: The most important quality of leader is honesty, strength of

character, and courage. Leaders need to have strong integrity. So leader must
have loyal, honest with his/her work and also with his/her team too. It will also
lead to trust and respect. Honesty, strength of character, and courage will
always lead to trust building, creating loyalty.

LEADERSHIP THEORIES / APPROACHES

Over time, a number of theories of leadership have been proposed. Here are
some of the main ideas.

Great Man Theory

Trait Theory

Behavioral Theories
Role Theory
The Managerial Grid

Participative Leadership
Lewin's leadership styles
Likert's leadership styles

Situational Leadership
Hersey and Blanchard's Situational Leadership

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Vroom and Yetton's Normative Model

House's Path-Goal Theory of Leadership

Contingency Theories
Fiedler's Least Preferred Co-worker (LPC) Theory
Cognitive Resource Theory
Strategic Contingencies Theory

Transactional Leadership
Leader-Member Exchange (LMX) Theory

Transformational Leadership
Bass' Transformational Leadership Theory
Burns' Transformational Leadership Theory
Kouzes and Posner's Leadership Participation Inventory

REVIEW OF LEADERSHIP THEORIES

A review of the leadership literature reveals an evolving series of 'schools of

thought' from “Great Man” and “Trait” theories to “Transformational”
leadership (see table). Whilst early theories tend to focus upon the
characteristics and behaviours of successful leaders, later theories begin to
consider the role of followers and the contextual nature of leadership.

Great Man Based on the belief that leaders are exceptional people, born with
Theories innate qualities, destined to lead. The use of the term 'man' was
intentional since until the latter part of the twentieth century
leadership was thought of as a concept which is primarily male, military
and Western. This led to the next school of Trait Theories
Trait Theories The lists of traits or qualities associated with leadership exist in
abundance and continue to be produced. They draw on virtually all the
adjectives in the dictionary which describe some positive or virtuous
human attribute, from ambition to zest for life
Behaviourist These concentrate on what leaders actually do rather than on their
Theories qualities. Different patterns of behaviour are observed and categorised
as 'styles of leadership'. This area has probably attracted most
attention from practising managers

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Situational This approach sees leadership as specific to the situation in which it is

Leadership being exercised. For example, whilst some situations may require an
autocratic style, others may need a more participative approach. It also
proposes that there may be differences in required leadership styles at
different levels in the same organisation
Contingency This is a refinement of the situational viewpoint and focuses on
Theory identifying the situational variables which best predict the most
appropriate or effective leadership style to fit the particular
circumstances
Transactional This approach emphasises the importance of the relationship between
Theory leader and followers, focusing on the mutual benefits derived from a
form of 'contract' through which the leader delivers such things as
rewards or recognition in return for the commitment or loyalty of the
followers
Transformational The central concept here is change and the role of leadership in
Theory envisioning and implementing the transformation of organisational
performance

From ‘Great Man’ to ‘Transformational’ Leadership

Each of these theories takes a rather individualistic perspective of the leader,

although a school of thought gaining increasing recognition is that of
“dispersed” leadership. This approach, with its foundations in sociology,
psychology and politics rather than management science, views leadership as a
process that is diffuse throughout an organisation rather than lying solely with
the formally designated ‘leader’. The emphasis thus shifts from developing
‘leaders’ to developing ‘leaderful’ organisations with a collective responsibility
for leadership.
Now we will discuss these theories one by one.

1). GREAT MAN THEORY

Assumptions

 Leaders are born and not made.

 Great leaders will arise when there is a great need.

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Description

Early research on leadership was based on the the study of people who
were already great leaders. These people were often from the
aristocracy, as few from lower classes had the opportunity to lead. This
contributed to the notion that leadership had something to do with
breeding.

The idea of the Great Man also strayed into the mythic domain, with
notions that in times of need, a Great Man would arise, almost by magic.
This was easy to verify, by pointing to people such as Eisenhower and
Churchill, let alone those further back along the timeline, even to Jesus,
Moses, Mohammed and the Buddah.

Discussion

Gender issues were not on the table when the 'Great Man' theory was
proposed. Most leaders were male and the thought of a Great Woman
was generally in areas other than leadership. Most researchers were
also male, and concerns about androcentric bias were a long way from
being realized.

2). TRAIT THEORY

Assumptions

 People are born with inherited traits.

 Some traits are particularly suited to leadership.
 People who make good leaders have the right (or sufficient)
combination of traits.

Description

Early research on leadership was based on the psychological focus of

the day, which was of people having inherited characteristics or traits.
Attention was thus put on discovering these traits, often by studying

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successful leaders, but with the underlying assumption that if other

people could also be found with these traits, then they, too, could also
become great leaders.

Stogdill (1974) identified the following traits and skills as critical to

leaders.

Traits Skills

• Adaptable to situations • Clever (intelligent)

• Alert to social environment • Conceptually skilled
• Ambitious and • Creative
achievement-orientated • Diplomatic and tactful
• Assertive • Fluent in speaking
• Cooperative • Knowledgeable about
• Decisive group task
• Dependable • Organised (administrative
• Dominant (desire to ability)
influence others) • Persuasive
• Energetic (high activity • Socially skilled
level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume
responsibility

McCall and Lombardo (1983) researched both success and failure

identified four primary traits by which leaders could succeed or 'derail':

 Emotional stability and composure: Calm, confident and predictable,

particularly when under stress.
 Admitting error: Owning up to mistakes, rather than putting energy into
covering up.
 Good interpersonal skills: Able to communicate and persuade others
without resort to negative or coercive tactics.

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 Intellectual breadth: Able to understand a wide range of areas, rather

than having a narrow (and narrow-minded) area of expertise.

Discussion

There have been many different studies of leadership traits and they
agree only in the general saintly qualities needed to be a leader.

For a long period, inherited traits were sidelined as learned and

situational factors were considered to be far more realistic as reasons
for people acquiring leadership positions.

Paradoxically, the research into twins who were separated at birth along
with new sciences such as Behavioral Genetics have shown that far
more is inherited than was previously supposed. Perhaps one day they
will find a 'leadership gene'.

3). BEHAVIORAL THEORY

Assumptions

 Leaders can be made, rather than are born.

 Successful leadership is based in definable, learnable behavior.

Description

Behavioral theories of leadership do not seek inborn traits or

capabilities. Rather, they look at what leaders actually do.

If success can be defined in terms of describable actions, then it should

be relatively easy for other people to act in the same way. This is easier
to teach and learn then to adopt the more ephemeral 'traits' or
'capabilities'.

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Discussion

Behavioral is a big leap from Trait Theory, in that it assumes that

leadership capability can be learned, rather than being inherent. This
opens the floodgates to leadership development, as opposed to simple
psychometric assessment that sorts those with leadership potential
from those who will never have the chance.

A behavioral theory is relatively easy to develop, as you simply assess

both leadership success and the actions of leaders. With a large enough
study, you can then correlate statistically significant behaviors with
success. You can also identify behaviors which contribute to failure, thus
adding a second layer of understanding.

a). ROLE THEORY

Assumptions

 People define roles for themselves and others based on social

learning and reading.
 People form expectations about the roles that they and others will
play.
 People subtly encourage others to act within the role expectations
they have for them.
 People will act within the roles they adopt.

Description

We all have internal schemas about the role of leaders, based on what we
read, discuss and so on. We subtly send these expectations to our leaders,
acting as role senders, for example through the balance of decisions we take
upon ourselves and the decisions we leave to the leader.

Leaders are influenced by these signals, particularly if they are sensitive to the
people around them, and will generally conform to these, playing the
leadership role that is put upon them by others.

Within organizations, there is much formal and informal information about

what the leader's role should be, including 'leadership values', culture,
training sessions, modeling by senior managers, and so on. These and more

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(including contextual factors) act to shape expectations and behaviors around

leadership.

Role conflict can also occur when people have differing expectations of their
leaders. It also happens when leaders have different ideas about what they
should be doing vs. the expectations that are put upon them.

Discussion

Role expectations of a leader can vary from very specific to a broad idea within
which the leader can define their own style.When role expectations are low or
mixed, then this may also lead to role conflict.

b). THE MANAGERIAL GRID

Description

Leaders may be concerned for their people and they also must also have
some concern for the work to be done. The question is, how much attention
to they pay to one or the other? This is a model defined by Blake and Mouton
in the early 1960s.

The Managerial Grid

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Discussion

This is a well-known grid that uses the Task vs. Person preference that
appears in many other studies, such as the Michigan Leadership Studies and
the Ohio State Leadership Studies. Many other task-people models and
variants have appeared since then. They are both clearly important
dimensions, but as other models point out, they are not all there is to
leadership and management.

The Managerial Grid was the original name. It later changed to the
Leadership Grid.

3). PARTICIPATIVE LEADERSHIP

Assumptions

 Involvement in decision-making improves the understanding of

the issues involved by those who must carry out the decisions.
 People are more committed to actions where they have involved
in the relevant decision-making.
 People are less competitive and more collaborative when they are
working on joint goals.
 When people make decisions together, the social commitment to
one another is greater and thus increases their commitment to
the decision.
 Several people deciding together make better decisions than one
person alone.

Style

A Participative Leader, rather than taking autocratic decisions, seeks to

involve other people in the process, possibly including subordinates,
peers, superiors and other stakeholders. Often, however, as it is within
the managers' whim to give or deny control to his or her subordinates,
most participative activity is within the immediate team. The question of

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how much influence others are given thus may vary on the manager's
preferences and beliefs, and a whole spectrum of participation is
possible, as in the table below.

< Not participative Highly participative >

Leader
Team proposes
Autocratic proposes Joint decision
decision, leader Full delegation of
decision by decision, listens with team as
has final decision to team
leader to feedback, equals
decision
then decides

There are many varieties on this spectrum, including stages where the
leader sells the idea to the team. Another variant is for the leader to
describe the 'what' of objectives or goals and let the team or individuals
decide the 'how' of the process by which the 'how' will be achieved (this
is often called 'Management by Objectives').

The level of participation may also depend on the type of decision being
made. Decisions on how to implement goals may be highly participative,
whilst decisions during subordinate performance evaluations are more
likely to be taken by the manager.

Discussion

There are many potential benefits of participative leadership, as

ndicated in the assumptions, above.

This approach is also known as consultation, empowerment, joint

decision-making, democratic leadership, Management By Objective
(MBO) and power-sharing.

Participative Leadership can be a sham when managers ask for opinions

and then ignore them. This is likely to lead to cynicism and feelings of
betrayal.

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A). LEWIN'S LEADERSHIP STYLES

Description

Kurt Lewin and colleagues did leadership decision experiments in 1939 and
identified three different styles of leadership, in particular around decision-
making.

Autocratic

In the autocratic style, the leader takes decisions without consulting with
others. The decision is made without any form of consultation. In Lewin's
experiments, he found that this caused the most level of discontent.

An autocratic style works when there is no need for input on the decision,
where the decision would not change as a result of input, and where the
motivation of people to carry out subsequent actions would not be affected
whether they were or were not involved in the decision-making.

Democratic

In the democratic style, the leader involves the people in the decision-
making, although the process for the final decision may vary from the leader
having the final say to them facilitating consensus in the group.

Democratic decision-making is usually appreciated by the people, especially if

they have been used to autocratic decisions with which they disagreed. It can
be problematic when there are a wide range of opinions and there is no clear
way of reaching an equitable final decision.

Laissez-Faire

The laissez-faire style is to minimize the leader's involvement in decision-

making, and hence allowing people to make their own decisions, although
they may still be responsible for the outcome.

Laissez-faire works best when people are capable and motivated in making
their own decisions, and where there is no requirement for a central
coordination, for example in sharing resources across a range of different
people and groups.

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Discussion

In Lewin et al's experiments, he discovered that the most effective style was
Democratic. Excessive autocratic styles led to revolution, whilst under a
Laissez-faire approach, people were not coherent in their work and did not
put in the energy that they did when being actively led.

These experiments were actually done with groups of children, but were
early in the modern era and were consequently highly influential.

b). LIKERT'S LEADERSHIP STYLES

Description

Rensis Likert identified four main styles of leadership, in particular around

decision-making and the degree to which people are involved in the decision.

Exploitive authoritative

In this style, the leader has a low concern for people and uses such methods
as threats and other fear-based methods to achieve conformance.
Communication is almost entirely downwards and the psychologically distant
concerns of people are ignored.

Benevolent authoritative

When the leader adds concern for people to an authoritative position, a

'benevolent dictatorship' is formed. The leader now uses rewards to
encourage appropriate performance and listens more to concerns lower
down the organization, although what they hear is often rose-tinted, being
limited to what their subordinates think that the boss wants to hear. Although
there may be some delegation of decisions, almost all major decisions are still
made centrally.

Consultative

The upward flow of information here is still cautious and rose-tinted to some
degree, although the leader is making genuine efforts to listen carefully to
ideas. Nevertheless, major decisions are still largely centrally made.

Participative

At this level, the leader makes maximum use of participative methods,

engaging people lower down the organization in decision-making. People

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across the organization are psychologically closer together and work well
together at all levels.

Discussion

This is a classic 1960s view in that it is still very largely top-down in nature, with
the cautious addition collaborative elements towards the Utopian final state.

4). SITUATIONAL LEADERSHIP

Assumptions

The best action of the leader depends on a range of situational factors.

Style

When a decision is needed, an effective leader does not just fall into a
single preferred style, such as using transactional or transformational
methods. In practice, as they say, things are not that simple.

Factors that affect situational decisions include motivation and capability

of followers. This, in turn, is affected by factors within the particular
situation. The relationship between followers and the leader may be
another factor that affects leader behavior as much as it does follower
behavior.

The leaders' perception of the follower and the situation will affect what
they do rather than the truth of the situation. The leader's perception of
themselves and other factors such as stress and mood will also modify
the leaders' behavior.

Yukl (1989) seeks to combine other approaches and identifies six

variables:

• Subordinate effort: the motivation and actual effort expended.

• Subordinate ability and role clarity: followers knowing what to do and
how to do it.

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• Organization of the work: the structure of the work and utilization of

resources.
• Cooperation and cohesiveness: of the group in working together.
• Resources and support: the availability of tools, materials, people, etc.
• External coordination: the need to collaborate with other groups.

Leaders here work on such factors as external relationships, acquisition

of resources, managing demands on the group and managing the
structures and culture of the group.

Discussion

Tannenbaum and Schmidt (1958) identified three forces that led to the
leader's action: the forces in the situation, the forces in then follower
and also forces in the leader. This recognizes that the leader's style is
highly variable, and even such distant events as a family argument can
lead to the displacement activity of a more aggressive stance in an
argument than usual.

Maier (1963) noted that leaders not only consider the likelihood of a
follower accepting a suggestion, but also the overall importance of
getting things done. Thus in critical situations, a leader is more likely to
be directive in style simply because of the implications of failure.

a). HERSEY AND BLANCHARD'S SITUATIONAL LEADERSHIP

The Hersey-Blanchard Leadership Model also takes a situational perspective of

leadership. This model posits that the developmental levels of a leader's
subordinates play the greatest role in determining which leadership styles
(leader behaviours) are most appropriate. Their theory is based on the
amount of direction (task behaviour) and socio-emotional support
(relationship behaviour) a leader must provide given the situation and the
"level of maturity" of the followers.

Task behaviour is the extent to which the leader engages in spelling out the duties
and responsibilities to an individual or group. This behaviour includes telling people what to

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do, how to do it, when to do it, where to do it, and who's to do it. In task behaviour the
leader engages in one-way communication.

Relationship behaviour is the extent to which the leader engages in two-

way or multi-way communications. This includes listening, facilitating, and
supportive behaviours. In relationship behaviour the leader engages in two-
way communication by providing socio-emotional support.

Maturity is the willingness and ability of a person to take responsibility for

directing his or her own behaviour. People tend to have varying degrees of
maturity, depending on the specific task, function, or objective that a leader is
attempting to accomplish through their efforts.

In summary therefore leader behaviours fall along two continua:

Directive Behaviour Supportive Behaviour

One-Way Communication Two-Way Communication

Followers' Roles Clearly Listening, providing support and
Communicated encouragement
Close Supervision of Performance Facilitate interaction Involve follower in
decision-making

For Blanchard the key situational variable, when determining the appropriate
leadership style, is the readiness or developmental level of the subordinate(s).
As a result, four leadership styles result:

•Directing: The leader provides clear instructions and specific direction. This
style is best matched with a low follower readiness level.
• Coaching: The leader encourages two-way communication and helps build
confidence and motivation on the part of the employee, although the leader still
has responsibility and controls decision making. Selling style is best matched with
a moderate follower readiness level.
• Supporting: With this style, the leader and followers share decision making
and no longer need or expect the relationship to be directive. Participating style is
best matched with a moderate follower readiness level.
• Delegating: This style is appropriate for leaders whose followers are ready
to accomplish a particular task and are both competent and motivated to take full
responsibility. Delegating style is best matched with a high follower readiness
level.

To determine the appropriate leadership style to use in a given situation, the

leader must first determine the maturity level of the followers in relation to

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the specific task that the leader is attempting to accomplish through the
effort of the followers. As the level of followers' maturity increases, the leader
should begin to reduce his or her task behaviour and increase relationship
behaviour until the followers reach a moderate level of maturity. As the
followers begin to move into an above average level of maturity, the leader
should decrease not only task behaviour but also relationship behaviour. Once
the maturity level is identified, the appropriate leadership style can be
determined.

b). PATH-GOAL THEORY OF LEADERSHIP

The Path-Goal Theory of Leadership was developed to describe the way that
leaders encourage and support their followers in achieving the goals they
have been set by making the path that they should take clear and easy.

In particular, leaders:

• Clarify the path so subordinates know which way to go.

• Remove roadblocks that are stopping them going there.
• Increasing the rewards along the route.
Leaders can take a strong or limited approach in these. In clarifying the path,
they may be directive or give vague hints. In removing roadblocks, they may
scour the path or help the follower move the bigger blocks. In increasing
rewards, they may give occasional encouragement or pave the way with
gold.
This variation in approach will depend on the situation, including the
follower's capability and motivation, as well as the difficulty of the job and
other contextual factors.
House and Mitchell (1974) describe four styles of leadership.

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Path-Goal Theory

Discussion

Leaders who show the way and help followers along a path are effectively
'leading'. This approach assumes that there is one right way of achieving a
goal and that the leader can see it and the follower cannot. This casts the
leader as the knowing person and the follower as dependent. It also assumes
that the follower is completely rational and that the appropriate methods
can be deterministically selected depending on the situation.

5). CONTINGENCY THEORY

Assumptions

The leader's ability to lead is contingent upon various situational factors,

including the leader's preferred style, the capabilities and behaviors of
followers and also various other situational factors.

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Description

Contingency theories are a class of behavioral theory that contend that

there is no one best way of leading and that a leadership style that is
effective in some situations may not be successful in others.

An effect of this is that leaders who are very effective at one place and
time may become unsuccessful either when transplanted to another
situation or when the factors around them change.

This helps to explain how some leaders who seem for a while to have
the 'Midas touch' suddenly appear to go off the boil and make very
unsuccessful decisions.

Discussion

Contingency theory is similar to situational theory in that there is an

assumption of no simple one right way. The main difference is that
situational theory tends to focus more on the behaviors that the leader
should adopt, given situational factors (often about follower behavior),
whereas contingency theory takes a broader view that includes
contingent factors about leader capability and other variables within the
situation.

a). FIEDLER'S LEAST PREFERRED CO-WORKER (LPC) THEORY

Assumptions

 Leaders prioritize between task-focus and people-focus.

 Relationships, power and task structure are the three key factors that
drive effective styles.

Description

Fiedler identified the a Least Preferred Co-Worker scoring for leaders by

asking them first to think of a person with which they worked that they would
like least to work with again, and then to score the person on a range of scales

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between positive factors (friendly, helpful, cheerful, etc.) and negative factors
(unfriendly, unhelpful, gloomy, etc.). A high LPC leader generally scores the
other person as positive and a low LPC leader scores them as negative.

High LPC leaders tend to have close and positive relationships and act in a
supportive way, even prioritizing the relationship before the task. Low LPC
leaders put the task first and will turn to relationships only when they are
satisfied with how the work is going.

Three factors are then identified about the leader, member and the task, as
follows:

• Leader-Member Relations: The extent to which the leader has the

support and loyalties of followers and relations with them are friendly
and cooperative.
• Task structure: The extent to which tasks are standardised,
documented and controlled.
• Leader's Position-power: The extent to which the leader has authority
to assess follower performance and give reward or punishment.

The best LPC approach depends on a combination of there three. Generally, a

high LPC approach is best when leader-member relations are poor, except
when the task is unstructured and the leader is weak, in which a low LPC style
is better.

# Leader-Member Task structure Leader's Position- Most Effective

Relations power leader

1 Good Structured Strong Low LPC

2 Good Structured Weak Low LPC

3 Good Unstructured Strong Low LPC

4 Good Unstructured Weak High LPC

5 Poor Structured Strong High LPC

6 Poor Structured Weak High LPC

7 Poor Unstructured Strong High LPC

8 Poor Unstructured Weak Low LPC

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Discussion

This approach seeks to identify the underlying beliefs about people, in

particular whether the leader sees others as positive (high LPC) or negative
(low LPC). The neat trick of the model is to take someone where it would be
very easy to be negative about them. This is another approach that uses task-
vs. people-focus as a major categorisation of the leader's style.

b). COGNITIVE RESOURCE THEORY

Assumptions

 Intelligence and experience and other cognitive resources are factors

in leadership success.
 Cognitive capabilities, although significant are not enough to predict
leadership success.
 Stress impacts the ability to make decisions.

Description

Cognitive Resource Theory predicts that:

1. A leader's cognitive ability contributes to the performance of the team only

when the leader's approach is directive.

When leaders are better at planning and decision-making, in order for their
plans and decisions to be implemented, they need to tell people what to do,
rather than hope they agree with them.

When they are not better than people in the team, then a non-directive
approach is more appropriate, for example where they facilitate an open
discussion where the ideas of team can be aired and the best approach
identified and implemented.

2. Stress affects the relationship between intelligence and decision quality.

When there is low stress, then intelligence is fully functional and makes an
optimal contribution. However, during high stress, a natural intelligence not
only makes no difference, but it may also have a negative effect. One reason
for this may be that an intelligent person seeks rational solutions, which may
not be available (and may be one of the causes of stress). In such situations, a
leader who is inexperienced in 'gut feel' decisions is forced to rely on this

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unfamiliar approach. Another possibility is that the leader retreats within

him/herself, to think hard about the problem, leaving the group to their own
devices.

3. Experience is positively related to decision quality under high stress.

When there is a high stress situation and intelligence is impaired, experience

of the same or similar situations enables the leader to react in appropriate
ways without having to think carefully about the situation. Experience of
decision-making under stress also will contribute to a better decision than
trying to muddle through with brain-power alone.

4. For simple tasks, leader intelligence and experience is irrelevant.

When subordinates are given tasks which do not need direction or support,
then it does not matter how good the leader is at making decisions, because
they are easy to make, even for subordinates, and hence do not need any
further support.

Discussion

CRT arose out of dissatisfaction with Trait Theory.

Fiedler also linked CRT with his Least Preferred Co-worker (LPC) Theory,
suggesting that high LPC scores are the main drivers of directive behavior.

A particularly significant aspect of CRT is the principle that intelligence is the

main factor in low-stress situations, whilst experience counts for more during
high-stress moments.

6). TRANSACTIONAL LEADERSHIP

Assumptions

 People are motivated by reward and punishment.

 Social systems work best with a clear chain of command.
 When people have agreed to do a job, a part of the deal is that
they cede all authority to their manager.
 The prime purpose of a subordinate is to do what their manager
tells them to do.

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Style

The transactional leader works through creating clear structures

whereby it is clear what is required of their subordinates, and the
rewards that they get for following orders. Punishments are not always
mentioned, but they are also well-understood and formal systems of
discipline are usually in place.

The early stage of Transactional Leadership is in negotiating the

contract whereby the subordinate is given a salary and other benefits,
and the company (and by implication the subordinate's manager) gets
authority over the subordinate.

When the Transactional Leader allocates work to a subordinate, they are

considered to be fully responsible for it, whether or not they have the
resources or capability to carry it out. When things go wrong, then the
subordinate is considered to be personally at fault, and is punished for
their failure (just as they are rewarded for succeeding).

The transactional leader often uses management by exception, working

on the principle that if something is operating to defined (and hence
expected) performance then it does not need attention. Exceptions to
expectation require praise and reward for exceeding expectation, whilst
some kind of corrective action is applied for performance below
expectation.

Whereas Transformational Leadership has more of a 'selling' style,

Transactional Leadership, once the contract is in place, takes a 'telling'
style.

Discussion

Transactional leadership is based in contingency, in that reward or

punishment is contingent upon performance.

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Despite much research that highlights its limitations, Transactional

Leadership is still a popular approach with many managers. Indeed, in
the Leadership vs. Management spectrum, it is very much towards the
management end of the scale.

The main limitation is the assumption of 'rational man', a person who is

largely motivated by money and simple reward, and hence whose
behavior is predictable. The underlying psychology is Behaviorism,
including the Classical Conditioning of Pavlov and Skinner's Operant
Conditioning. These theories are largely based on controlled laboratory
experiments (often with animals) and ignore complex emotional factors
and social values.

In practice, there is sufficient truth in Behaviorism to sustain

Transactional approaches. This is reinforced by the supply-and-demand
situation of much employment, coupled with the effects of deeper
needs, as in Maslow's Hierarchy. When the demand for a skill outstrips
the supply, then Transactional Leadership often is insufficient, and other
approaches are more effective.

7). TRANSFORMATIONAL LEADERSHIP

Assumptions

 People will follow a person who inspires them.

 A person with vision and passion can achieve great things.
 The way to get things done is by injecting enthusiasm and energy.

Style

Working for a Transformational Leader can be a wonderful and uplifting

experience. They put passion and energy into everything. They care
about you and want you to succeed.

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Developing the vision

Transformational Leadership starts with the development of a

vision, a view of the future that will excite and convert potential
followers. This vision may be developed by the leader, by the
senior team or may emerge from a broad series of discussions. The
important factor is the leader buys into it, hook, line and sinker.

Selling the vision

The next step, which in fact never stops, is to constantly sell the
vision. This takes energy and commitment, as few people will
immediately buy into a radical vision, and some will join the show
much more slowly than others. The Transformational Leader thus
takes every opportunity and will use whatever works to convince
others to climb on board the bandwagon.

In order to create followers, the Transformational Leader has to be

very careful in creating trust, and their personal integrity is a critical
part of the package that they are selling. In effect, they are selling
themselves as well as the vision.

Finding the way forwards

In parallel with the selling activity is seeking the way forward. Some
Transformational Leaders know the way, and simply want others to
follow them. Others do not have a ready strategy, but will happily
lead the exploration of possible routes to the promised land.

The route forwards may not be obvious and may not be plotted in
details, but with a clear vision, the direction will always be known.
Thus finding the way forward can be an ongoing process of course
correction, and the Transformational Leader will accept that there
will be failures and blind canyons along the way. As long as they
feel progress is being made, they will be happy.

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Leading the charge

The final stage is to remain up-front and central during the action.
Transformational Leaders are always visible and will stand up to be
counted rather than hide behind their troops. They show by their
attitudes and actions how everyone else should behave. They also
make continued efforts to motivate and rally their followers,
constantly doing the rounds, listening, soothing and enthusing.

It is their unswerving commitment as much as anything else that

keeps people going, particularly through the darker times when
some may question whether the vision can ever be achieved. If the
people do not believe that they can succeed, then their efforts will
flag. The Transformational Leader seeks to infect and reinfect their
followers with a high level of commitment to the vision.

One of the methods the Transformational Leader uses to sustain

motivation is in the use of ceremonies, rituals and other cultural
symbolism. Small changes get big hurrahs, pumping up their
significance as indicators of real progress.

Overall, they balance their attention between action that creates

progress and the mental state of their followers. Perhaps more
than other approaches, they are people-oriented and believe that
success comes first and last through deep and sustained
commitment.

Discussion

Whilst the Transformational Leader seeks overtly to transform the

organization, there is also a tacit promise to followers that they also will
be transformed in some way, perhaps to be more like this amazing
leader. In some respects, then, the followers are the product of the
transformation.

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Transformational Leaders are often charismatic, but are not as

narcissistic as pure Charismatic Leaders, who succeed through a belief in
themselves rather than a belief in others.

One of the traps of Transformational Leadership is that passion and

confidence can easily be mistaken for truth and reality. Whilst it is true
that great things have been achieved through enthusiastic leadership, it
is also true that many passionate people have led the charge right over
the cliff and into a bottomless chasm. Just because someone believes
they are right, it does not mean they are right.

Paradoxically, the energy that gets people going can also cause them to
give up. Transformational Leaders often have large amounts of
enthusiasm which, if relentlessly applied, can wear out their followers.

Transformational Leaders also tend to see the big picture, but not the
details, where the devil often lurks. If they do not have people to take
care of this level of information, then they are usually doomed to fail.

Finally, Transformational Leaders, by definition, seek to transform.

When the organization does not need transforming and people are
happy as they are, then such a leader will be frustrated. Like wartime
leaders, however, given the right situation they come into their own and
can be personally responsible for saving entire companies.

a). BASS' TRANSFORMATIONAL LEADERSHIP THEORY

Assumptions

 Awareness of task importance motivates people.

 A focus on the team or organization produces better work.

Description

Bass defined transformational leadership in terms of how the leader affects

followers, who are intended to trust, admire and respect the transformational
leader.

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He identified three ways in which leaders transform followers:

 Increasing their awareness of task importance and value.

 Getting them to focus first on team or organizational goals, rather than
their own interests.
 Activating their higher-order needs.

Charisma is seen as necessary, but not sufficient, for example in the way that
charismatic movie stars may not make good leaders. Two key charismatic
effects that transformational leaders achieve is to evoke strong emotions and
to cause identification of the followers with the leader. This may be through
stirring appeals. It may also may occur through quieter methods such as
coaching and mentoring.

Bass has recently noted that authentic transformational leadership is

grounded in moral foundations that are based on four components:

 Idealized influence
 Inspirational motivation
 Intellectual stimulation
 Individualized consideration

...and three moral aspects:

 The moral character of the leader.

 The ethical values embedded in the leader’s vision, articulation, and
program (which followers either embrace or reject).
 The morality of the processes of social ethical choice and action that
leaders and followers engage in and collectively pursue.

This is in contrast with pseudo-transformational leadership, where, for

example, in-group/out-group 'us and them' games are used to bond followers
to the leader.

Discussion

In contrast to Burns, who sees transformational leadership as being

inextricably linked with higher order values, Bass sees it as amoral, and
attributed transformational skills to people such as Adolf Hitler and Jim Jones.

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b). BURNS' TRANSFORMATIONAL LEADERSHIP THEORY

Assumptions

 Association with a higher moral position is motivating and will result in

people following a leader who promotes this.
 Working collaboratively is better than working individually.

Description

Burns defined transformational leadership as a process where leaders and

followers engage in a mutual process of 'raising one another to higher levels
of morality and motivation.'

Transformational leaders raise the bar by appealing to higher ideals and values
of followers. In doing so, they may model the values themselves and use
charismatic methods to attract people to the values and to the leader.

Burns' view is that transformational leadership is more effective than

transactional leadership, where the appeal is to more selfish concerns. An
appeal to social values thus encourages people to collaborate, rather than
working as individuals (and potentially competitively with one another). He
also views transformational leadership as an ongoing process rather than the
discrete exchanges of the transactional approach.

Discussion

Using social and spiritual values as a motivational lever is very powerful as they
are both hard to deny and also give people an uplifting sense of being
connected to a higher purpose, thus playing to the need for a sense of
meaning and identity.

Ideals are higher in Maslow's Hierarchy, which does imply that lower concerns
such as health and security must be reasonably safe before people will pay
serious attention to the higher possibilities.

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OF ORGANISATION
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GALXOSMITHKLINE
COMPANY’S OVERVIEW
At GlaxoSmithKline,, we conduct our business with integrity and honesty, and
aspire to excellence in all we do. We know our people are vital to the success
of the business, and encourage everyone to achieve their maximum potential.
We offer a competitive
titive benefits package and recognize the need for a healthy
balance between work and family life.

GlaxoSmithKline welcomes the talent of people from diverse backgrounds to

provide the expertise, dedication and imagination to propel us toward a
prosperous future. We look for individuals with daring spirits and inquisitive
minds who seek a broad range of opportunities for personal and professional
growth, and whose efforts are realized in the improved health of people
worldwide.

GlaxoSmithKline is an exciting organization, which offers a variety of career

opportunities. Our recruitment process aims to achieve the highes
highest level of
candidate care by listening to your interests, and treating you like a valued
customer.

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BUSINESS UNITS
The organizational structure of GlaxoSmithKline (GSK) is designed to make our
company a model for excellence in the pharmaceutical industry - a new
company that represents best practice in every way.

GSK is a company with the size and scale to invest in the tools we need to
succeed, and to drive that success going forward. To achieve that goal, GSK is
organized as a flexible company, capable of responding quickly to a rapidly
changing marketplace. Organized globally to coordinate activities and gain the
benefits of size and scale, the company is built on smaller,
smaller, customer-focused
customer
units, dedicated to delivering medicines that relieve the suffering of patients
around the world.

The new and innovative model for R&D, the focused structure of our
pharmaceutical business throughout the world and the organization of our
global services such as IT and Procurement are some of the highlights in the
approach which will lead our success.

GSK CONSUMER HEALTHCARE

HEALTHC
GlaxoSmithKline is a leader in the worldwide consumer healthcare market.
With nearly $6 billion in sales, over ten million brands and present in 130
markets, the consumer healthcare business brings an added dynamic
dimension to GSK.

Operating in the fiercely competitive environment of retail and consumer

marketing GlaxoSmithKline Consumer Healthcare brings oral healthcare,
hea over-
the-counter
counter medicines and nutritional healthcare products to millions of
people.

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Brand names such as Panadol, Aquafresh toothpaste, Lucozade, Nicorette and

Niquitin smoking cessation products are household names around the world. In
one year GSK Consumer Healthcare produces - among many others - nine
billion tablets to relieve stomach upsets, six billion tablets of pain relief tablets
and 600 million tubes of toothpaste.

But the driving force behind GlaxoSmithKline's Consumer Healthcare busine

business
is science. With four dedicated consumer healthcare R&D centers and
consumer healthcare regulatory affairs, the business takes scientific innovation
as seriously as marketing excellence and offers leading
leading-edge
edge capability in both.

GSK CORPORATE FUNCTIONS

FUNCTI
The Corporate business unit within GlaxoSmithKline,, is responsible for
leadership, processes, policies, standards and services in the core business
areas of Corporate Communications & Global Community Partnerships,
Corporate Ethics & Compliance, Finance
Finance,, Human Resources and Legal. The
functions work individually and in cross
cross-functional
functional teams across different
corporate functions and businesses within GSK.

The functions aim to achieve compliance with legal, financial and regulatory
frameworks within and outside
outside the corporation; protecting, supporting and
motivating GSK people and the communities in which they work. They utilize a
responsive business infrastructure - combining account management and
shared services approaches - to work with GSK's diverse bus businesses. The
Corporate functions count among their audiences; employees, communities,
media, governments, analysts, institutions and shareholders worldwide.

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GSK INFORMATION TECH

TECHNOLOGY

In GSK, Information Technology is a business unit, one that is closely integrated

with all parts of the company, all around the world. It is organized to take best
advantage of global scale when that is appropriate, while supporting GSK
people and businesses locally so they have the IT tools they need to succeed.

Global capabilities:
Six IT departments provide core services that are required by each of the
business units and by GSK at large. These IT departments are:

• Cross Functional Process Design - Ensures that all proposed systems

changes have a significant, positive impact
impact on the performance of the
business processes.
• Global eBusiness - Develops GSK's commercial capabilities in eBusiness.
• Global Strategy & Applications - Drives the overall IT strategy of GSK and
ensures the IT architecture is coordinated in concert with wit business
strategies.
• Project and Portfolio Management - Builds processes for approving
projects, manages project issues as they progress and works with the
project management groups to build skills and capabilities.
• Systems and Communications Services - Builds, deploys and operates the
cost effective, flexible, computing and communications infrastructure
required by GSK.
• Risk Management & Security - Identifies and addresses security and other
risks resulting from external or internal use of information technology
te
and computerized information.

IT is supported by six core service teams: Audit, Communications, Finance &

Alliances, Human Resources, Legal and Procurement.

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GLOBAL MANUFACTURING AND SUPPLY

GSK has 85 manufacturing sites in 37 countries with over 35,000 employees.
The sites within the GSK manufacturing network:

supply products to 191 global markets for GSK

produce over 1,200 different brands

manufacture almost 4 billion packs per year

produce over 28,000 different finished packs per year

supply around 6,900 tons of bulk active each year

manage about 2,000 new product launches globally each year

Production of nutritional products is in excess of 300 million Lucozade/Ribena

bottles, 350 million Ribena tetra packs and 20 million Lucozade carbonated
cans per year. The annual output of Horlicks is 50 million kilograms, equivalent
to about 1,000 million servings. In oral care, the volume of toothpaste
manufactured annually exceeds 600 million tubes.

GSK PHARMACEUTICALS
You would be forgiven for thinking that a company the size of GlaxoSmithKline
- with over 100,000 employees around the world - is only ever concerned with
the bottom line. But the truth is that every member of our organization is
equally dedicated to helping
helpi people around the world Live ive longer, Feel
F better
and Do more.

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We have a diverse portfolio of brands, as well as a health pipeline of new

exciting compounds. Every year

GlaxoSmithKline invests approx. $5 billion into research and development.

GlaxoSmithKline
line is a leader in four major therapeutic areas - anti infectives,
central nervous system, respiratory and gastro-intestinal.
gastro intestinal. Based on 2004
Annual Results, GSK had sales of $37.2 billion and profit before tax of 11.1 billion.
Pharmaceutical sales accounte
accountedd 24.8 billion with new products representing
22% of total pharmaceutical sales.

This continued success is achieved by being a responsible leader, committed to

working with healthcare professionals, listening to patients and responding to
a changing environment.
nment.

RESEARCH AND DEVELOPMENT

DEVELOPMENT (R&D)
We live in an exciting moment in the history of biomedical science. Disease is
giving up its secrets to the intelligence and dedication of scientists aided by
technological marvels that might have been the stuff of science fiction only a
generation ago. We have every reason to believe that ahead of us lies
accelerating progress against many of the afflictions of humankind.

At GlaxoSmithKline, scientists in Research and Development are committed to

capturing this moment. nt. They bring to it their own very considerable abilities,
the resources of a parent company devoted to the scientific enterprise, and the
urgency of knowing that their highest purpose is the relief of human suffering.
In pursuit of this purpose, they desire
desire to make of GlaxoSmithKline a magnet for
others who share their talents, whether as prospective corporate colleagues or
as collaborators in industry, academe, and government.

Creating a new medicine is a complex business, costing over $324 million and
typically
ypically taking between 12 and 15 years. Regulatory hurdles are increasingly
stringent, yet escalating costs, medical need and the pressure of competition

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demand that the whole process is condensed into as short a time as possible.
GSK uses the scale of a huge company to reach its goal of applying science to
improve patient health. Equally important is its flexibility, allowing teams of
scientists the freedom to take an entrepreneurial approach, and enabling them
to move quickly, on the basis of informed decisions.
de

Once a compound has been identified as a potential drug candidate, it goes

through an exacting, rigorous process to prove that the new drug is both safe
and effective. Any potential new project not meeting the criteria at any stage is
dropped from the company portfolio to make way for other, more promising
candidates.

GSK IN TIME

Every second, more than 30 doses of vaccines are distributed by

GSK worldwide.

Every minute, more than 1,100 prescriptions are written for GSK
products worldwide.

Every hour, GSK spends more than $450,000 to find new
medicines.

Every day, more than 200 million people around the world use a
GSK brand toothbrush or toothpaste.

Every year, GlaxoSmithKline donates more than $138 million in cash
and products to communities around
aro the world.

GSK employees are each expected to strive for improvement in these key
competencies and align themselves with the supportive behaviors.

Performance with Integrity - Delivering on promises with organizational

and individual trustworthiness.

People
eople with Passion - People are enabled and motivated to do their best
work.

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Innovation & Entrepreneurship - Competitive advantage through well-

executed ingenuity.

Sense of Urgency - A nimble, focused, resilient and fast-learning

organization.

Everyone Committed, Everyone Contributing- All employees have an

opportunity to make a meaningful contribution, and to succeed based on
merit.

Accountability for Achievement - Clear expectations; focus on the critical

few. Performance matters, and will be rewarded.

Alignment with GSK Interests - One team, in single-minded pursuit of our

mission, reflecting a common spirit and integrated strategies.

Develop Self and Others - A norm of career-long learning agility across

the organization. Employees continuously learn and develop their
professional potential. Leaders have key roles as teachers, coaches and
champions of development.

WHAT IS DIVERSITY AT GSK?

At GSK, we are committed to creating an inclusive environment for our

employees, customers, and stakeholders.

For employees, it means creating an environment where we value and

draw on the differing knowledge, perspectives, experiences, and styles
resident in our global community.

For customers, it means understanding who they are, what their

changing needs are, and how GSK can help them do more, feel better,
and live longer.

For stakeholders, it means understanding what they prefer, what they

require, and how GSK can work most effectively with them.

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What makes GSK a great place to work?

We asked some of our current emp

employees,
loyees, and here's what they said:

"There are lots of local companies that would welcome someone of my

background and experience. Here, I get the added bonus of knowing
that I am contributing to better lives around the world"

"The company offers a competit

competitive
ive salary and excellent benefits. If you
analyze the whole package, you'll find that most companies can't beat it"

"Through friendly and supportive teams, individual innovation is

encouraged and rewarded."

"When you have a project there is a real sense of ownership which

means things get done"

"It's the people within the company that makes it great"

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GALXOSMITHKLINE PAKISTAN LIMITED

Overview
GlaxoSmithKline Pakistan Limited was created on January 1st 2002 through the
merger of SmithKline and French of Pakistan Limited, Beecham Pakistan
(Private) Limited and Glaxo Wellcome (Pakistan) Limited- standing today as the
largest pharmaceutical company in Pakistan.

As a leading international pharmaceutical company we make a real difference

to global healthcare and specifically to the developing world. We believe this is
both an ethical imperative and key to business success. Companies that
respond sensitively and with commitment by changing their business practices
to address such challenges will be the leaders of the future. GSK Pakistan
operates mainly in two industry segments: Pharmaceuticals (prescription drugs
and vaccines) and consumer healthcare (over-the-counter- medicines, oral care
and nutritional care).

GSK leads the industry in value, volume and prescription market shares. We are
proud of our consistency and stability in sales, profits and growth. Some of our
key brands include Augmentin, Panadol, Seretide, Betnovate, Zantac and
Calpol in medicine and renowned consumer healthcare brands include Horlicks,
Aquafresh, Macleans and ENO.

In addition, we are also deeply involved with our communities and undertake
various Corporate Social Responsibility initiatives including working with the
National Commission for Human Development (NCHD) for whom we were one

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of the largest corporate donors. We consider it our responsibility to nurture the

environment we operate in and persevere to extend our support to our
community in every possible way. GSK participates in year round charitable
activities which include organizing medical camps, supporting welfare
organizations and donating to/sponsoring various developmental concerns and
hospitals. Furthermore, GSK maintains strong partnerships with non-
government organizations such as Concern for Children, which is also
extremely involved in the design, implementation and replication of models for
the sustainable development of children with specific emphasis on primary
healthcare and education.

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MISSION STATEMENT
Excited by the constant search for
innovation, we at GSK undertake our
quest with the enthusiasm of
entrepreneurs. We value performance
achieved with integrity. We will attain
success as a world class global leader with
each and every one of our people
contributing with passion and an
unmatched sense of urgency.
Our mission is to improve the quality of
human life by enabling people to do more,
feel better and live longer.
Quality is at the heart of everything we do-
from the discovery of a molecule to the
development of a medicine.
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GSK LEADERSHIP
Andrew Witty

Chief Executive Officer

Biography:

Andrew Witty was named CEO designate for GSK in

October 2007 and assumed the position of Chief
Executive Officer on 21 May 2008. He is a member of
the Board and Corporate Executive Team and
previously held the role of President, Pharmaceuticals
Europe, for five years.

Andrew joined Glaxo in 1985 and held a variety of roles

in the UK business. He was a Sales Representative for
the Respiratory business, held a variety of Marketing
roles and was Director of Pharmacy and Distribution.

He has worked in the Company’s International New Products groups, both in

the Respiratory and HIV/Infectious disease fields and has been involved in
multiple new product development programmes.

In 1993, Andrew was appointed Managing Director of Glaxo South Africa and
later Area Director for GlaxoWellcome, South and East Africa. Subsequently he
moved to North Carolina as Vice President and General Manager, Marketing for
GlaxoWellcome Inc., the group’s US subsidiary.

Andrew then moved to Singapore and led the Group’s operations in Asia as
Senior Vice President, Asia Pacific prior to his appointment to the Corporate
Executive Team as President of GSK Europe in 2003.

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While in Singapore Andrew was a Board Member of the Singapore Economic

Development Board, the Singapore Land Authority and in 2003 was awarded
the Public Service Medal by the Government of Singapore.

Andrew has served in numerous advisory roles to Governments around the

world including South Africa, Singapore, Guangzhou China and the UK.

Andrew is currently a Non-Executive Director of the UK’s Office for Strategic

Co-ordination of Health Research, sits on the Imperial College
Commercialization Advisory Board, is a member of the Health Innovation
Council and is a member of INSEAD UK Council.

He is also a member of the Business Council for Britain, a Board Member of

PhRMA, a Vice-President of EFPIA and a Member of the Singapore Economic
Development Board's International Advisory Council.

Andrew has a Joint Honours BA in Economics from the University of

Nottingham.

Personality Traits of Andrew Witty

Andrew Witty is the youngest CEO in the history of GlaxoSmithKline. There are
dozens of personal traits that can affect leadership and some, namely integrity
and character, that are absolute but I have observed the following traits in
Andrew Witty which makes him a successful man. These traits are:

 Ambition,
 Drive and tenacity,
 Self-confidence,
 Psychological openness,
 Realism
 Appetite for learning.

Ambition: A desire to achieve something visible and noteworthy propels

individual leaders and their companies to strive to reach their potential.

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Leaders need a healthy dose of it to push themselves and others. But ambition
can be blind. That’s when you see leaders making flashy acquisitions that are
financially unsound or setting attention-getting goals or taking on more
priorities than the organization can handle out of a desire to do everything.
Over ambitiousness, combined with a lack of integrity, can lead to undesirable
behavior and even corruption.

Drive and Tenacity: Some leaders have an inner motor that pushes them to get
to the heart of an issue and find solutions. They drill for specific answers and
don’t give up until they get them. Their high energy is infectious. They
consistently drive their priorities through the organization. They search
tenaciously for information they’re missing and keep tweaking their mental
models until they arrive at a positioning that works. But drive and tenacity can
cause a leader to stick to a plan that isn’t working or to outdated assumptions
or an investment that is no longer promising.

Self-Confidence: You have to be able to listen to your own inner voice and
endure the lonely moments when an important decision falls on your
shoulders. You have to be able to speak your mind and act decisively, knowing
that you can withstand the consequences. It’s not a matter of acting tough. It’s
having a tough inner core, or what some refer to as emotional fortitude.
Underlying fears and insecurities can be just as detrimental to your know-hows
as can excessive self-confidence in the form of narcissism or arrogance.

Some leaders have a need to be liked. They therefore tend to go easy on

people. They have an especially hard time dismissing people who have been
loyal to them. Such leaders often find their own progress slowed, because they
promote people for the wrong reasons, tolerate nonperformers and allow the
social system to corrode.

A fear of response is also common. Such leaders tend to avoid conflicts and
find it hard to challenge people on their performance or point of view. They
back off when they should be giving brutally honest feedback and sometimes
have a third party do that work for them. Leaders with a fear of failure are

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often indecisive, defensive and less likely to spot opportunities because they’re
risk averse. They find it hard to select goals for fear of choosing the wrong
ones and wait too long to connect the dots in the external environment or to
reposition the business.

Self-confidence also affects your use or abuse of power. Every leader has to
use power from time to time in assigning tasks, allocating resources, selecting
or promoting people, giving differentiated rewards or redirecting dialogue. An
excessive fear of failure or fear of response can make a leader uncomfortable
using power, and not using power appropriately actually erodes it. Failure to
deal with a recalcitrant direct report, for instance, diminishes the leader’s
power. On the other hand, narcissistic leaders tend to abuse power, using it
irrationally or against the interests of the organization.

Psychological Openness: The willingness to allow yourself to be influenced by

other people and to share your ideas openly enhances the know-hows, while
being psychologically closed can cause problems. Leaders who are
psychologically open seek diverse opinions, so they see and hear more and
factor a wider range of information into their decisions. Their openness
permeates the social system, enhancing candor and communication. Those
who are psychologically closed are secretive and afraid to test their ideas,
often cloaking that fear under the guise of confidentiality. They’re distant from
their direct reports and have no one outside to bounce ideas off or to provide
information that counters their own beliefs. In the new environment of
complexity, being psychologically closed makes it particularly difficult to
reposition the business, because the leader lacks perspectives from diverse
disciplines, functions and cultures.

Realism: Realism is the mid-point between optimism and pessimism, and the
degree to which you tend toward one or the other has a particularly powerful
effect on your use of the know-hows. Optimism can lead, for example, to
ambitious goals that outstrip the company’s ability to accomplish them or can
compromise your judgments of people: “I know his ego has no bounds, but I

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can coach him to become a team player.” But pessimists don’t want to hear
ambitious plans or bold initiatives and can find all the flaws and risks in
pursuing them when they do. They’re likely to miss opportunities. A realist is
open to whatever hand reality deals him. Only the realist wants to get
unfiltered information that can be weighed, measured, evaluated and tested to
determine what step to take next. He spends time interacting with customers,
employees and suppliers, getting information and a “feel” from those
constituencies about their thinking.

Appetite for Learning: Know-hows improve with exposure to diverse

situations with increasing levels of complexity, so an eagerness for new
challenges is essential. Leaders who seek out new experiences and learn from
them will build their know-hows faster than those who don’t.

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