Leading people
Influencing people
Commanding people
Guiding people
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Leadership, according to Peter DeLisle, is the
ability to influence others, with or without
authority.
Leadership is the ability to develop a vision
that motivates others to move with a
passion toward a common goal.
The ability to influence, motivate, and enable
others to contribute to the effectiveness and
success of the organizations of which they
are members.
Robert House (2004)
The ability to influence a group toward the
achievement of a vision or set of goals.
Robbins & Judge (2008)
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish
things
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Guiding vision
Passion
Integrity
Honesty
Trust
Curiosity
Risk
Dedication
Charisma
Listening
Managers Leaders
Focus on things Focus on people
Do things right Do the right things
Plan Inspire
Organize Influence
Direct Motivate
Control Build
Follows the rules Shape entities
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• Position • Practices/Behaviors
• Compliance • Commitment
• Do things right • Do the right thing
• Status quo • Change
• Short-term • Long-term
• Means • Ends
• Builders • Architects
• Problem solving • Inspiring/motivating
Planning
Organizing
Directing
Controlling
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Autocratic/Authoritarian
Bureaucratic
Democratic/Participative
Coercive
Transactional
Transformational
Laissez-Faire/free-rein
Manager retains power (classical
approach)
Manager is decision-making authority
Manager does not consult employees for
input
Subordinates expected to obey orders
without explanations
Motivation provided through structured
rewards and punishments
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New, untrained employees
Employees are motivated
Employees do not respond to any other
leadership style
High-volume production needs
Limited time for decision making
Manager’s power is challenged by an
employee
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Manager manages “by the book¨
Everything must be done according to
procedure or policy
If it isn’t covered by the book, the
manager refers to the next level
above him or her
Police officer more than leader
Performing routine tasks
Need for standards/procedures
Use of dangerous or delicate equipment
Safety or security training being
conducted
Tasks that require handling cash
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Often referred to as participative style
Keeps employees informed
Shares decision making and problem
solving responsibilities
“Coach” who has the final say, but…
Gathers information from staff
members before making decisions
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Help employees evaluate their own
performance
Allows employees to establish goals
Encourages employees to grow on the
job and be promoted
Recognizes and encourages
achievement
Can produce high quality and high
quantity work for long periods of time
To keep employees informed
To encourage employees to share in
decision-making and problem-solving
To provide opportunities for employees to
develop a high sense of personal growth
and job satisfaction
Complex problems that require a lots of
input
To encourage team building and
participation.
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Theear of the
leader must ring
with the voices of
the people.
Woodrow Wilson
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Power from a person’s authority to punish
Most obvious types of power a leader has.
Good leaders use coercive power only as a
last resort:
◦ In today’s sophisticated and complex workplace,
excessive use of coercive power unleashes
unpredictable and destabilizing forces which can
ultimately undermine the leader using it.
To meet very short term goals
When left with no other choice
In times of crisis
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You’re Fired!
Transactional Leaders:Guide followers to
accomplish established goals by clarifying
requirements and emphasizing extrinsic
rewards.
Motivate followers by appealing to their own
self-interest
Motivate by the exchange process.
◦ EX: business owners exchange status and wages for
the work effort of the employee.
Focuses on the accomplishment of tasks &
good worker relationships in exchange for
desirable rewards.
Encourage leader to adapt their style and
behavior to meet expectations of followers
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Leader wants to be in control
When there are approaching deadlines
that must be met
Relationship is short term
Transformational Leaders: Motivate followers to go beyond
normal expectations by pushing their comfort zone.
Charismatic and visionary
Inspire followers to transcend their self-interest for the
organization
Appeal to followers' ideals and values
Inspire followers to think about problems in new or
different ways
Common strategies used to influence followers include vision
and framing
Research indicates that transformational leadership is
more strongly correlated with lower turnover rates, higher
productivity, and higher employee satisfaction.
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Instils feelings of confidence,
admiration and commitment
Stimulates followers intellectually,
arousing them to develop new ways to
think about problems.
Uses contingent rewards to positively
reinforce desirable performances
Flexible and innovative.
When to use
Transformational
When leaders want members to be an
active part of the organization and
have ownership to it
When leaders are building a sense of
purpose
When the organization has a long term
plan
When people need to be motivated
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Also known as the “hands-off¨ style
Little or no direction
Gives followers as much freedom as
possible
All authority or power is given to the
followers
Followers must determine goals, make
decisions, and resolve problems on their
own.
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Employees are highly skilled,
experienced, and educated
Employees have pride in their work and
the drive to do it successfully on their
own
Outside experts, such as staff specialists
or consultants are being used
Employees are trustworthy and
experienced
Leadership Behaviors
and Styles
The use of work-centered
Authoritarian behavior designed to ensure
Leadership task accomplishment.
The use of work-centered
Paternalistic behavior coupled with a
Leadership protective employee centered
concern.
The use of both work- or task-
Participative centered and people centered
Leadership approaches to leading subordinates.
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Authoritarian Leader
Subordinate Subordinate Subordinate
One-way downward flow of information
and influence from authoritarian leader
to subordinates.
Paternalistic Leader
Subordinate Subordinate Subordinate
Continual interaction and exchange of
information and influence between
leader and subordinates.
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Participative Leader
Subordinate Subordinate Subordinate
Continual interaction and exchange of
information and influence between
leader and subordinates.
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Some people are motivated by
reward
Some people are motivated by
punishment
Social systems work best with a
chain of command
When people have agreed to do a
job, a part of the deal is that they
cede authority to their leader
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Trait Theory
Situational / Contingency Theory
◦ Extroversion relates most strongly to leadership
◦ Carefulness and openness to experience strongly
related to leadership
Charisma
Confidence
Credibility
◦ Integrity
◦ Track Record
Emotional Intelligence
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Hersey-Blanchard
Situational Leadership
Based on the amount of direction (task-
behavior) and amount of socio-
emotional support (relationship-
behavior) a leader must provide given
the situation and the "level of maturity"
of the followers.
S3 S2
Relationship Participating Selling
Behavior
(Supportive) S4 S1
Delegating Telling
Low Task Behavior High
(Guidance)
R4 R3 R2 R1
Able & Willing Able but Unable but Willing Unable &
Ready (Confident) Unwilling (Confident) Unwilling Unready
(Insecure) (Insecure) 42
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