Leadership

Prepared and Modified By

Buenafe S. Sadicon
The leader must know, must know that he knows, and
must be able to make it abundantly clear to those
around him that he knows
- Clarence B. Randall
What is Leadership??
Personal Characteristics Associated with
Leadership
• Leader emergence - A part of trait theory that
postulates that certain types of people will become
leaders and certain types will not. It is the idea that
people who become leaders possess traits or
characteristics different from people who do not
become leaders.
Research suggest that the relationship between traits
and leadership emergence is not very strong,
• People high in openness, consciousness, and extraversion and low neuroticism are
more likely to emerge as leaders than their counterparts (Judge, Bono, Illies, &
Gerhardt, 2002)
• High self-monitors (people who adapt their behavior to the social situation)
emerge as leaders more often than low self-monitors (Day & Schleider, 2006;
Day, Schleicher, Unckless, & Hiller, 2002).
• More intelligent people are more likely to emerge as leaders than are less
intelligent people (Judge, Colbert, & Illies, 2004).
• Looking at patterns of abilities and personality traits is more useful than looking
at individual abilities and traits (Foti & Hauentein, 2007)
Chan and Drasgow (2001) found that
"The motivation to Lead has (3) aspects (factors):
[Link] identity motivation - The motivation to lead
as a result of a desire to be in charge and lead others.
[they enjoy being in charge and leading others. Of the
three leadership motivation factors, people scoring
high on this one tend to have the most leadership
experience and are rated by others as having high
leadership potential.
[Link]-calculative motivation - Those who seek leadership
positions because they will result in personal gain. For
example, becoming a leader may result in an increase
in status or in pay.
3. Social-normative motivation - The desire to lead out of
a sense of duty or responsibility.
• Leader performance - A part of trait theory that
postulates that certain types of people will be better
leaders than will other types of people.
• Self-monitoring - A personality trait characterized by
the tendency to adapt one’s behavior to fit a particular
social situation.
TRAIT THEORY by McClelland
• Leadership motive pattern - The name for a pattern
of needs in which a leader has a high need for power
and a low need for affiliation.
• Need for power - According to trait theory, the extent
to which a person desires to be in control of other
people.
• Need for achievement - According to trait theory, the
extent to which a person desires to be successful.
• Need for affiliation - The extent to which a person
desires to be around other people.
• Needs for power, achievement, and affiliation can be
measured through various psychological tests.
Thematic Apperception Test (TAT) - A projective
personality test in which test-takers are shown pictures
and asked to tell stories. It is designed to measure
various need levels.
Job Choice Exercise (JCE) - developed by Stahl and
Harrell (1982), An objective test used to measure various
need levels. (i.e. Need for Power, Need for Affiliation &
Need for Achievement)
TASK VERSUS ORIENTATION
• Managerial Grid - A measure of leadership that
classifies a leader into one of five leadership styles. --
postulated that differences in leader performance can
be attributed to differences in the extent to which
leaders are task versus person oriented.
• Task-centered leaders - Leaders who define and
structure their roles as well as the roles of their
subordinates.
• Theory X leaders - Leaders who believe that employees
are extrinsically motivated and thus lead by giving
directives and setting goals.
• Leaders w/ Initiating structure - The extent to which
leaders define and structure their roles and the roles of
their subordinates.
• Team leadership - A leadership style in which the
leader is concerned with both productivity and
employee well- being.
• Impoverished leadership - A style of leadership in
which the leader is concerned with neither productivity
nor the well-being of employees.
• Middle-of-the-road leadership - A
leadership style reflecting a balanced
orientation between people and tasks.
A Leader’s task or Person Orientation can be
measured by these (2 several instruments):
• Leadership Opinion Questionnaire (LOQ) - A test used
to measure a leader’s self-perception of his or her
leadership style.
• Leader Behavior Description Questionnaire (LBDQ) - A
test used to measure perceptions of a leader’s style by
his or her subordinates.
SITUATIONAL THEORY developed by
Fred
Fiedler in the mid-1960s (Fiedler, 1967)
• Fiedler’s contingency model - A theory of leadership
that states that leadership effectiveness is dependent
on the interaction between the leader and the situation.
• Least-Preferred Coworker (LPC) Scale - A test used in
conjunction with Fiedler’s contingency model to reveal
leadership style and effectiveness.
The favorableness of a situation is determined
by three (3) variables.
[Link] structuredness - The variable in Fiedler’s
contingency model that refers to the extent to which
tasks have clear goals and problems can be solved.
[Link] position power - The variable in Fiedler’s
contingency model that refers to the extent to which a
leader, by the nature of his or her position, has the
power to reward and punish subordinates.
3. Leader–member relations - The variable in Fiedler’s
contingency model that refers to the extent to which
subordinates like a leader.
ORGANIZATIONAL CLIMATE
• IMPACT theory - A theory of leadership developed by
Geier, Downey, and Johnson (1980), that states that there
are six styles of leadership (informational, magnetic,
position, affiliation, coercive, and tactical) and that each
style will be effective only in one of six organizational
climates.
[Link] style - A style of leadership in which the
leader leads through knowledge and information; most
effective in a climate of ignorance.
[Link] style - A style of leadership in which the
leader has influence because of his or her charismatic
personality; most effective in a climate of despair.
3. Position style - A leadership style in which the leaders
influence others by virtue of their appointed or elected
authority; most effective in a climate of instability
4. Affiliation style - A leadership style in which the
individual leads by caring about others and that is most
effective in a climate of anxiety.
• Vroom-Yetton Model - A theory of leadership that
concentrates on helping a leader choose how to make a
decision.
 LEADERSHIP THROUGH POWER
[Link] power - Power that individuals have because they
have knowledge.
[Link] power - The power that individuals have
because of their elected or appointed position.
 REWARD AND COERCIVE POWERS
• Reward power - Leadership power that exists to the extent
that the leader has the ability and authority to provide
rewards.
• Coercive power - Leadership power that comes from the
leader’s capacity to punish others.
• Authentic leadership - A leadership theory stating that
leaders should be honest and open and lead out of a desire
to serve others rather than a desire for self-gain.
• Referent power - Leadership power that exists when
followers can identify with a leader and the leader’s goals
• Leadership through Vision: Transformational Leadership
• Transactional leadership - Leadership style in which the
leader focuses on task-oriented behaviors.
• Transformational leadership - Visionary leadership in which
the leader changes the nature and goals of an
organization.
Career Workshop during our
Synchronous Meeting
Integration of Faith, Values and
Learning
Integration of Faith, Values and
Learning