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LEADERSHIP
LEADERSHIP
Today we will discuss the role of leadership in the organizations.
A. Leadership
Leadership is a process where Leader/Person, who influences individuals and groups in an organization, helps
them establish goals, guides them toward achievement of those goals, and allows them to be effective as a result.
I. The Foundations and Traits of Leadership
a. The Leader’s Traits:
Researchers have studied the traits of successful leaders for many years in an
effort to identify a set of core traits that would predict success as a leader. b. The Leader’s Behavior
How Leaders Act Like Leaders?
Transformational Leadership Behavior:
Transformational leaders encourage and obtain performance beyond
expectations by formulating visions, inspiring their subordinates to pursue them, cultivating employee
acceptance and commitment to their visions, and providing their employees with the big picture. c. Situational Theories of Leadership
Fiedler’s Contingency Theory of Leadership: Fiedler used a least preferred coworker (LPC) scale to measure
whether a leader who was lenient in evaluating associates he/she least liked working with was more likely or
less likely to have a high-producing group than the leader who was demanding and discriminating. Three
factors combine to determine which leadership style is more appropriate: position power, task structure, and
leader-member relations. Fiedler concluded that if the situation is favorable or unfavorable to the leader, a
more task-oriented, low-LPC leader is appropriate. In the middle range where the factors are more mixed, a
more people-oriented, high-LPC leader is more appropriate. Recent research findings cast doubt on the
validity of these conclusions.
Path-Goal Leadership Theory:
Leader-Member Exchange Theory:
Leader-member exchange theory (LMX) says that leaders may use
different styles with different members of the same work group. Followers tend to fall in either the in-group
or the out-group in relating to the leader. The quality of leader-member exchanges was positively related to a
leader’s perception of the follower’s similar attitudes and extroversion.
The Situational Leadership Model:
The situational leadership model of leadership suggests that a leader
should adapt his/her leadership style (delegating, participating, selling, or telling) to the task.
II. Power and Leadership
Leaders without power are really not leaders because they have no chance of influencing anyone to do anything.
III. Becoming a Leader
Start to think Like a Leader: Thinking like a leader requires applying the three-step model: identify what is
happening; account for it; and decide on the necessary leadership actions.
Develop Your Other Leadership Traits:
Leaders can use good judgment, exhibit self-confidence, and
improve their knowledge of the business to improve their effectivness.
Help Others Share Your Vision:
Ensuring that your subordinates know and understand your vision, mission,
and objectives can help the leader influence the subordinates to work enthusiastically toward achieving an objective.
B. Building Trust: The Essence of Leadership
I. Understanding Trust
Trust is a positive expectation that another will not act opportunistically. The two most important elements of
our definition are that it implies familiarity and risk.
II. Trust as One Foundation of Leadership
1. Trust appears to be a primary attribute associated with leadership.
2. Part of the leader's task has been working
3. When followers trust a leader, they are willing
to be vulnerable to the leader's actions.
4. Honesty consistently ranks at the top of most
people's list of characteristics they admire in
their leaders.
5. Now, more than ever, managerial and
leadership effectiveness depends on the ability
to gain the trust of followers.
6. In times of change and instability, people turn
to personal relationships for guidance; and the
quality of these relationships are largely
determined by level of trust.
7. Moreover, contemporary management practices such as empowerment and the use of work teams
require trust to be effective.
III. Types of Trust
Deterrence-based Trust:
The most fragile relationships are contained in deterrence-based trust, based
on fear of reprisal if the trust is violated.
Trust:
The Foundationof Leadership
Knowledge-based Trust:
Most organizational relationships are rooted in knowledge-based trust.
Identification-based Trust:
The highest level of trust is achieved when there is an emotional
connection between the parties.
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