When dealing with people, let us remember we

are not dealing with creatures of logic. We are

dealing with creatures of emotion, creatures
bustling with prejudices and motivated by
pride and vanity.

Dale Carnegie
Functional Theories (John Adair, Action Centred Leadership, 1970)
Leader is concerned with the interaction of 3 areas:
Task goal setting, methods and process
Team effective interaction/communication,
clarify roles, team morale
Individual attention to behaviour, feelings,
coaching

Leadership Skills
Leadership Theory
Behaviourist Theories (Blake and Mouton, Managerial grid, 1964)

Leaders behaviour and actions, rather than their traits and skills e.g.
production orientated or people orientated
Different leadership behaviours categorised as leadership styles e.g.
autocratic, persuasive, consultative, democratic
Doesnt provide guide to effective leadership in different situations



Leadership Skills
Situational/contingency Leadership (Hersey-Blanchard, 1970/80)
Leadership style changes according to the 'situation and in response to the
individuals being managed their competency and motivation
Leadership Theory

Competency

Low competence

Some
competence


High competence

High competence

Motivation
Low
commitment/
Unable and
unwilling or
insecure
Variable
commitment/
Unable but
willing or
motivated
Variable
commitment/
Able but
unwilling or
insecure
High
commitment/
Able and willing
or motivated
Leadership style DIRECTIVE
(Telling)
COACHING
(Selling)
SUPPORTIVE
(Participating)
DELEGATORY
(Observing)
Theory of Transformational and
Transactional Leadership
James McGregor Burnss Theory of
Transformational and Transactional Leadership
focused on the differences between power versus
leadership and charismatic versus non-charismatic
leadership



Transformational Theory (Bass and Avolio, 1994)

Leaders inspire individuals, develop trust, and
encourage creativity and personal growth

Individuals develop a sense of purpose to benefit
the group, organisation or society. This goes
beyond their own self-interests and an exchange of
rewards or recognition for effort or loyalty.

Leadership Skills
New Leadership Theory
Basss Theory of Transformational and Transactional
Leadership
Transformational leaders possess charismatic-leader
characteristics (vision, rhetorical skills, etc.).
Transactional leaders do not possess these leader
characteristics, nor are they able to develop strong
emotional bonds with followers or inspire followers to do
more than they thought they could. Instead,
transactional leaders motivate followers by setting goals
and promising rewards for desired performance.
Transactional Leadership
Transactional
Traditional leadership
Lower level of leadership
Assists with organizational stability



Transformational Leadership
Transformational Leadership
Change agent
Inspire change and innovation
Potent and Complex



Early Conceptions of Charismatic Leadership
Charisma is a Greek word that means divinely
inspired gift. The sociologist Max Weber (1947)
used the term to describe a form of influence
based not on tradition or formal authority but
rather on follower perceptions that the leader
is endowed with exceptional qualities.
According to Weber, charisma occurs when
there is a social crisis, a leader with exceptional
personal qualities emerges with a radical vision
that provides a solution to the crisis and attracts
followers who believe in the vision and perceive
the leader to be extraordinary.
Common Characteristics of Charismatic and
Transformational Leadership
Vision
Rhetorical skills
Image and trust building
Personalized leadership
Characteristics of Charismatic Leaders

High degree of self-confidence
Strong conviction in the correctness of their
ideas
High level of energy and enthusiasm
High degree of expressiveness
Excellent communication and articulation
skills
Active role modeling and image building
Follower Characteristics
Identification with the Leader and the Vision
Heightened Emotional Levels
Willing Subordination to the Leader
Feelings of Empowerment

Perspectives on Charisma
The Sociological Approach
1. Extraordinary, almost magical talents
2. Crisis situation
3. Radical vision
4. Followers
5. Validation of leader through repeated success
Dark Side of Charisma
Ethical Charismatic Leader
Uses power to serve others
Aligns vision with followers
needs and aspirations
Considers and learns from
criticism.
Encourages followers to
question leaders view
Coaches, develops and
supports followers
Relies on internal moral
standards

Unethical Charismatic
Leader
Uses power only for personal
gain
Promotes personal vision
Censures critical or opposing
views
Demands own decisions
accepted without question
Insensitive to followers
needs
Relies on convenient external
moral standards
Leadership Development
Interpersonal Roles
Leader
Liaison
Figurehead
Information Processing
Roles
Monitor
Disseminator
Spokesperson
Decision-Making Roles
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

Mintzbergs Managerial Roles