the leadership equation - dr. nghia trong nguyen · characteristics account for effective...

McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 1

The Leadership

Equation

1-2

Learning Points

• Part One of this course contains answers to these

questions:

– Which variables determine leadership effectiveness?

– Do you possess the 10 qualities of a leader?

– How susceptible are you to leadership influence?

– What is your level of interpersonal trust?

– In which situations are you likely to lead?

– What is your natural kind of intelligence?

1-3

Introduction

• Researchers have been trying to answer these

questions for years:

– What does it take to be a successful leader?

– What is the most effective leadership style?

• Early studies were based on two theories:

– Trait Theory (focuses on leader qualities)

– Behavior Theory (focuses on leader actions)

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Leadership Trait Theory

• Sir Francis Galton

– One of the earliest leadership theorists

– Wrote “Hereditary Genius” pub. 1869

– Believed leadership qualities were genetic

• This theory assumes physical and psychological characteristics account for effective leadership

– Basic intelligence

– Clear and strong values

– High personal energy

1-5

Leadership Trait Theory

• Edwin Gheselli identified six traits for effective

leadership:

– Need for achievement

– Intelligence

– Decisiveness

– Self-confidence

– Initiative

– Supervisory ability

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• Paul Von Hindenburg

– First Chancellor of Germany, post WWI

– Used the trait theory for selecting and developing

military leaders

• Primary qualities for leadership ability

– Intelligence (bright vs dull)

– Vitality (energetic vs lazy)

Trait Theory Applied

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Examples of Trait Theory

• Bright, lazy—staff officer

• Energetic, dull—frontline soldier

• Bright, energetic—field commander

• Lazy, dull—left to find their own level of effectiveness

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Leadership Behavior Theory

• In the 1930s, emphasis on behaviorism moved

researchers in the direction of leadership behavior

– Kurt Lewin trained assistants in behaviors

indicative of three leadership styles:

• Autocratic: tight control of group activities,

decisions made by the leader

• Democratic: group participation, majority rule

• Laissez-faire: little activity of any type by the

leader

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• In the 1940s, research focused on leader behaviors

– Assumed that leaders take distinct actions

• Ralph Stogdill at Ohio State University

– Helped develop the Leader Behavior Description Questionnaire (LBDQ)

– Respondents described leaders’ behavior in two dimensions:

• Initiating structure

• Showing consideration

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• Findings of a Leader Behavior Description Questionnaire (LBDQ) study:

– The Democratic style was more beneficial for group performance

– The leader’s behavior impacted the performance of followers

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Initiating Structure

• Leaders taking action to define the:

– Relationship between themselves and staff

– Role each staff member will assume

• Measures of initiating structure:

– Trying out new ideas

– Encouraging slow workers to work harder

– Meeting deadlines

– Meeting at scheduled times

– Making sure everyone works to capacity

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Showing Consideration

• Showing consideration means…

taking action to develop trust, respect, support, and

friendship with subordinates

• Measures of consideration:

– Being helpful

– Treating all people as equals

– Willing to make changes

– Standing behind subordinates

– Doing things to make group membership pleasant

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• Rensis Likert at the University of Michigan

conducted leadership studies

– Studied leaders’ behaviors related to worker

motivation and group performance

– Identified two dimensions of behavior:

• Job centered (initiating structure)

• Employee centered (showing consideration)

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• Robert Blake and Jane Mouton

– Developed a managerial

grid reflecting Ohio and

Michigan dimensions

– The ideal leader has high

concern for both production

and people

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Managerial Grid

• Major management styles and concerns:

– Impoverished: low production, low people

– Sweatshop: high production, low people

– Country Club: high people, low production

– Status Quo: medium production, medium people

– Fully Functioning: high production, high people

1-16

Managerial Grid

• Two additional styles

– Paternalistic: high concern for production,

use of rewards for compliance and loyalty

– Opportunistic: promotes his/her own

advancement

1-17

Behavior Theory Applied

• Margot Morrell documented Ernest Shackleton’s

endurance expedition and the lessons he learned:

– Leading by example

– Communicating a vision

– Keeping morale up

– Maintaining a positive attitude

• Successful leaders execute these points

1-18

Leadership Contingency Theory

• Both trait and behavioral theories tried to identify

the one best leader or style for all situations

– By the late 1960s, it became apparent that there is

no such universal answer

• Leadership effectiveness depends on a combination

of the:

– Leader

– Followers

– Situational factors

1-19


• In the past 50 years, more than 65 leadership

classification systems have been developed

– Most agree that leadership effectiveness depends

on the leader, the followers, and situation variables

• Leaders in different situations need different

interests, values, and skills

– A leader in a bank differs from one on a farm

– Experienced vs new followers have different needs

– Situational factors include the job performed, the

workplace culture, and task urgency

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• Leadership results when…

the ideas and deeds of the leader match the needs and

expectations of the follower in a particular situation

• Examples:

– Gen. George Patton

– Nelson Mandela

– Adolf Hitler

• For leadership to take place, the leader, followers, and

situation must match

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Transformational Leadership

• Charismatic leaders

– Inspire others and bring forth loyalty

• Max Weber’s definition of charisma:

– A quality that sets an individual apart from

ordinary people

– To be treated as if endowed with exceptional

powers or qualities

• Charisma is a gift or power of leadership

1-22

Theory of Charismatic Leadership

• This theory was published by R.J. House in 1976

• Charismatic leaders exhibit a

combination of personal

characteristics and behavior:

– Dominant

– Ambitious

– Self-confident

– Sense of purpose

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Behaviors of Charismatic Leaders

• Charismatic leaders…

– Are role models

– Demonstrate ability that elicits respect

– Have ideological goals with moral overtones

– Communicate high expectations and show

confidence in meeting them

– Ignite the motives of followers

• Types of motives…

– Affiliation, power, and achievement

1-24


• Charismatic leaders emerge in every walk of life

– Football coach Vince Lombardi generated respect

and following of others through charisma

• He cared

• He worked hard

• He knew the right answers

• He believed

• He kept the bar high

• He knew people

1-25


• According to James MacGregor Burns,

“charisma” has overlapping meanings:

– Leaders’ magical qualities

– An emotional bond between the leader and the led

– Dependence on a powerful figure by the masses

– Assumption that a leader is omniscient and

virtuous

– Popular support for a leader that verges on love

1-26


• Transformational leaders raise aspirations and

transform individuals through:

– Optimism

– Charm

– Intelligence

– Other personal qualities

1-27


• Transformational leadership was first discussed by J.

V. Downton

• However, identification of these leadership types is

credited to James MacGregor Burns:

– Transformational leadership

– Transactional leadership

1-28

Transformational Vs Transactional

• Transformational leaders

– Focus on the potential relationship between the

leader and the followers

– Engage the full person of the follower

– Tap the motives of the followers

• Transactional leaders

– Focus on exchanges between leaders and followers

– Emphasize exchanging one thing for another

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