LEADERSHIP

MICHEL MALAQUI
REPORTER

BEHAVIORAL APPROACHES TO LEADERSHIP

STYLE

The total pattern of explicit and implicit

leaders actions as seen by employees is
called leadership style. It represents a
consistent combination of philosophy,
skills, traits, and attitudes that are
exhibited in a persons behavior.

Positive and Negative Leaders

Leaders approach people to motivate
them in many ways. If the approach
emphasizes rewards-economic or
otherwise-and supportive approach, the
leader uses positive leadership.
Better employee education, greater
demands for independence, and other
factors to have made satisfactory
employee motivation more dependent
on positive leadership.

BAD LEADERSHIP
Bad leaders are the broad typesthose who are simply ineffective
and those who are unethical.

7 basic of bad leaders have been

identified.
1. Incompetent persons, who lack
the will or skill to be effective.
2. Rigid persons, who inflexibility
stick to doomed paths and
processes.
3. Intemperate persons, who lack
self-control in pursuing their own
desires.

7 basic of bad leaders have been

identified.
4. Callous individuals, who are uncaring
and unkind when expressing their
feelings.
5. Corrupt leaders, who place their selfinterest first and foremost.
6. Insular leaders, who disregard the
health and welfare of other persons and
groups.
7. Evil leaders, who cause physical or
psychological harm through pain or

Autocratic, Consultative, and Participative

Leaders

The way in which a leader uses

power also establishes a type of
style. Each style-autocratic,
consultative, and participative
-has its benefits and limitations. A
leader often uses all three styles
over a period of time, but one style
tends to be dominant one.

Autocratic, Consultative, and Participative

Leaders

Autocratic leaders centralize power

and decision making in themselves.
They structure the complete work
situation for their employees, who
are expected to do what they are told
and not think themselves.

Autocratic, Consultative, and Participative

Leaders

advantages of autocratic leadership

are that it is often satisfying for the
leader. Permits quick decisions, allows
the employment of less competent
subordinates, and provided security
and structure employees.

Autocratic, Consultative, and Participative

Leaders

The main disadvantage is that most

employees dislike it, especially if it
is extreme enough to create fear
and frustration.

Autocratic, Consultative, and Participative

Leaders

Consultative leaders approach

one or more employees and ask
them for input prior to making
decision. These may then choose to
use or ignore the information and
advice received.

Autocratic, Consultative, and Participative

Leaders

Participative leaders clearly

decentralize authority. Participative
decisions are not unilateral, as with
the autocrat, because they use
inputs from the follower and
participation by them, the leader
and group are acting as a social
unit.

Leader Use of Consideration and Structure

Two different leadership styles used

with employees are Consideration
and Structure, also known as
employee orientation and task
orientation.
Considerate leaders are
concerned about the human needs

Leader Use of Consideration and

Structure
Structured, task-oriented leaders
on the other hand, believe that they
get results by keeping people
constantly busy, closely monitoring
employee actions, ignoring their
personal issues and emotions and
urging them to produce at everhigher levels.

Blake and Moutons Managerial

Grid
Robert R. Blake and Jane S. Mouton
developed the managerial grid as a
tool for identifying managers own
style. The grid is based on the
leadership style dimensions of concern
for the people and concern for
production, which essentially mirrors
the dimensions of consideration and
structure.

The
Managerial
Grid

CONTINGENCY APPROACHES TO LEADERSHIP

STYLE

contingency approaches models

state that the most appropriate
style of leadership depends on
analysis of the nature of the
situation facing the leader.

 1. Fiedlers Contingency
Model
This model builds upon the previous
distinction between task and employee
orientation and suggests that the most
appropriate leadership style depends on
whether the overall situation is favorable,
unfavorable, or in an intermediate stage of
favorability to the leader.

 Fiedler shows that a leaders

effectiveness is determined by the
interaction of employee orientation
with three additional variables that
relate to the followers, the task, and
organization. They are leadermember relations, task structure
and Leader position power.

 Leader-member relations are

determines by the manner in which the
leader is accepted by the group.
Task Structure reflects the degree to
which one specific way is required to do
the job.
Leader Position Power describes the
organizational power that goes with the
position the leader occupies.

Fiedlers contingency model has played a

major role in stimulating discussions on
leadership style and in generating useful
guidelines. For example, managers are
encourage to:
1. Use their analytical skills to examine
their situation-the people, task and
organization
2. Draw upon their research based
knowledge to see the causal
relationship between situation and style

 3. Be flexible in the contingent

use of various skills within an
overall style.
4. Reflectively modify elements
of their situations to obtain a
better match with their
preferred style.
5. Examine a subordinates
preferred style before placing
him/her in a supervisory role.

2. Hersey and Blanchards

Situational Leadership Model
The situational leadership (or life-cycle)
model developed by Paul Hersey and
Kenneth Blanchard, suggests that the
most important factor affecting the
selection of a leaders style is the
development (maturity) level of a
subordinate.

 Development level is the task-specific

combination of an employees task
competence and motivation to
perform(commitment).management, skill
and ability ,as well as their willingness to
take responsibility and their capacity to
act independently.

 Hersey and Blanchard use a

combination of guidance and supportive
(also called task and relationship)
orientations to create four major stylestelling, selling (coaching), participating
(supporting), and delegating. These are
matched with the progressive
development levels of the employees.

Situational Leadership
Model Recommendations
for Appropriate
Leadership Styles to be
used for each of 4
Combinations of
Employee Ability
(competence) and
Employee willingness
(commitment)

EMERGING APPROACHES TO LEADERSHIP

Neutralizers include physical distance,

rigid reward system, and a practice of
bypassing the managers by their
subordinates or superiors.
Substitute for leadership are factors
that make leadership roles unnecessary
through replacing them with other sources.
Enhancers for leadership are elements
that amplify a leaders impact on the
employees.

Potential neutralizers, substitute, and enhancers for

leadership:
Neutralizers
Substitutes
Enhancers
Physical distance
Between leader and
Employee
Employee indifference
toward rewards
Intrinsically satisfying
tasks

peer appraisal/feedback
gain-sharing reward
systems
staff available for
problems
jobs redesigned for
more feedback

Inflexible work rules

Rigid reward systems
Cohesive work groups
Employees with high
Ability, experience, or
Knowledge

methods for resolving

interpersonal conflict
team building to help
solve work-related
problems
intrinsic satisfaction
from the work itself

superordinate goals
increased group
status
Increased
leaders
status and reward
power
Leader as the
central
source of information
supply
Increased subordinates
view of leaders
expertise influence, and
imaging
use of crises to
demonstrate leaders
capabilities

 The important contribution of the

neutralizers/substitutes/enhancers
approach is that organizations have
an alternative remedy in those
cases where it is not feasible to
replace or train the leader or to find
a better match between leader and
job.

Coaching
A rapidly emerging metaphor for the leader is
that of a coach. Borrowed and adapted from the
sports domain coaching means that the leader
prepares guides and directs a player but does
not play the game.
These leaders recognize they are on the
sidelines, not on the playing field. Their role is
to select the right players, to teach and develop
subordinates to be available for problemoriented consultation, to review resource needs,
to ask question, and listen to inputs from
employees.

Good coaching focuses mostly an enhanced

performance as supported by high expectations
and timely feedback while building on the tools
of trust, mutual respect, integrity, openness and
common purpose.
The specific areas that most managers admit
needing coaching in are:
Improving their interaction style
Dealing more effectively with change
Developing their listening and speaking skills