APPROACHES TO

LEADERSHIP
Theories and perspectives

Difference between leadership and

management

Management is about coping with

complexity, bring order and consistency
in organization; whereas, leadership is
about coping with change

Leadership establishes direction by

developing a vision of the future; then
they align people by communicating this
vision and inspiring them to overcome
hurdles (management)

What Is Leadership?

The ability to influence a group toward

the achievement of goals

What characterizes a leader

from
a non-leader?
Three common views.

Basic assumption of the first view....

Consider personal qualities and characteristics

that differentiate leaders from non-leaders

For instance, when Pervez Musharraf was

President he was described in terms such as
confident, iron-willed, determined, and
decisive

Similarly, Mandela was described in terms such as

charismatic, courageous and enthusiastic

This view assumes that leaders are born

Basic assumption of the first view....

Hence, this view focuses on traits or characters

in person when it describes a leader like:

Energetic/ambitious
Honest
Intelligent
Self motivated etc

The Big-Five Model has extensively been used to

predict leaders. For instance, energetic and
ambitious is part of extroversion and self
confidence is part of emotional stability

This explains.
Trait theory of Leadership

Basic assumption of the second view....

Specific behaviors differentiate leaders

from nonreaders

Hailing from this perspectives,

researchers wondered if there was
something unique in the way that
effective leaders behave

This view propounds that leaders are

learned and not inherent or innate

But how behaviors are determined?

Ways to identify behavior

The extent to which a leader is likely to define

and structure his or her role and those of
subordinates in the search of goal attainment
Initiating structure

To what extent a leader is likely to have job

relationships characterized by mutual trust,
respect for subordinates ideas, and regard for
their feelings
Consideration

Ways to identify
behavior

Emphasizing interpersonal relations; taking a

personal interest in the needs of employees
and accepting individual differences among
members

Employee-oriented leader
One who emphasizes technical or task
aspects of the job
Production-oriented leaders

Ways to identify behavior

One who values experimentation,

seeking new ideas, and generating and
implementing change
Development-oriented leader

These are known as Behavioral

Theories.

Difference
TRAIT THEORIES

Selecting the right person to

assume formal positions

Leaders are born/natured

BEHAVIORIAL THEORIES

Critical behavior determinants of

leadership rather than focusing
the leaders/person

Leaders are made/nurtured

Impact of behavioral
theories

Advent of the behavioral theorist up

turns the politics of view that leader is
sacred by traits theorists, by saying
rather leadership is sacred

Through training and hard work, leaders

can be made and produced and
organizations can have infinite supply of
effective leaders

Basic assumption of the third view....

This view suggests that besides, traits

and behaviors, environment also
impacts on leaders effectiveness in a
given situation

There are many Models that determine

and interpret the situation in more than
one way, however, we will explore only
one

Known as Fiedler
Model

This model assumes that effective group

performance depends on the proper
match between leadership style of
interacting with subordinates and the
degree to which the situation gives
control and influence to the leader

Further, it says there are four ways to do

it

Stage

1 : identifying leadership style

Using (LPC) least preferred

coworker, an instrument, we can
measure and identity whether a person
is task-oriented or relationshiporiented

Stage 2 : defining the

situation

Leader-member relations: The degree of

confidence, trust, and respect subordinates
have in their leader

Task structure: The degree to which the

job assignments are procedurized

Position power: influence derived from

ones formal structural position in the
organization; includes power to hire, fire,
discipline, promote, and give salary
increases

Stage 3-4: matching and evaluation

Task-oriented leaders tend to perform

better in situations that are very
favorable to them and in situations that
are unfavorable to them

Relationship oriented, however, perform

better in moderately favorable situations

This is Contingency Model

INSPIRATIONAL
APPROACHES TO
LEADERSHIP

Basic assumptions

They view leaders as individuals who inspire

followers through their words, ideas, and
behaviors

Quaid-e-Azam, Allama Iqbal, Gandhi, John F.

Kennedy, Bill Clinton, Mandela and others
are classical examples of leaders from whom
people take inspiration

There are two types of approaches

Charismatic leadership

Followers make attributions of heroic

or extraordinary leadership abilities
when they observe certain behaviors

How charismatic leaders influence

followers?

Leader articulates an attractive vision

Leader communicates high performance

expectations and confidence in follower ability

Leader conveys a new set of values by setting

an example

Leader engages in emotion-inducing and often

unconventional behavior to demonstrate
convictions about the vision

Key characteristics charismatic leaders

Vision and articulation

Personal risk

Environmental sensitivity

Sensitivity to followers needs

Unconventional behavior

Are charismatic leaders

born or made?

Some overlaps in
theories.

Another stream of research has been

focused on differentiating transformational
leaders from transactional leaders;

Most of the leadership theories presented in

the previous discussion focus leaders as
guiding and motivating their followers in the
direction of established goals by clarifying
role and task requirements transactional

Transformational leaders

Transformational leaders are also

charismatic, there is some overlap
between this topic and our previous
discussion of charismatic leadership

Transformational leaders inspire followers to

transcend their own self-interests for the
good of the organization; they can have a
profound and extraordinary effect on
followers

Characteristics of transactional and

transformational Leaders

Transactional

Contingent Reward

Transformational

Contracts exchange of
rewards for effort,
promises rewards for good
performance, recognizes
accomplishments

Management by Exception

Active: Watches and

searches for deviations
from rules and standards,
takes corrective action

Idealized Influence
Provides vision and sense
of mission, instills pride,
gains respect and trust

Inspiration

Communicates high
expectations, uses
symbols to focus efforts,
expresses important
issues simply

Characteristics of transactional and

transformational Leaders

Transactional

Transformational

Passive: Intervenes only

if standards are not met

Intellectual
Stimulation

Laissez-Faire

Abdicates
responsibilities, avoids
making decisions

Promotes intelligence,
rationality, and problem
solving

Individualized
Consideration

Gives personal attention,

coaches, advises