LEADERSHIP AND MANAGEMENT CONCEPTS and THEORIES
Dr. JANE DOMINGUEZ-DEVINE
Associate Professor V
What is Leadership?
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)
K-W–L
what do I KNOW about leadership models and theories?
what do I WANT to know about leadership models and theories?
What did I LEARN about leadership models and theories?
Leadership
Leadership is the art of motivating a group of people to act towards achieving a common goal.
Models and Theories of Leadership
Trait Theory (30’s)
Behavioral Theory (40’s and 50’s)
Contingency Theory (60s and 70s)
Transformational Theory (80s up)
Others: emergent, distributed, shared, level 5 leadership, etc.
Theories of Leadership (focus of research)
Imagining Leadership
• What does leadership look like?
What leadership? (Core Values)
Clients-driven quality
Continuous improvement
Human assets
Prompt responses
Upstream efforts
Long term planning
Objective decision making
Partnership
Responsibility and citizenship
Results focus
Leadership Functions
what we do when we lead?
what is expected of us when we lead?
4 Main Functions
Emotional Stimulation
Executive
Caring
Meaning Attribution
Effective Leadership
high in caring
high in meaning attribution
moderate in emotional stimulation
moderate in executive function
Contribution of the Trait Theory
Identified certain characteristics of the person as essential in demonstrating leadership behavior
Leadership behavior - facilitating goal attainment and recruitment of followers regardless of the
context
(5 usual traits)
Intelligence
self-confidence
determination
integrity
sociability
Behavioral Theory
Styles of Leadership
a) I want both of you to…
a. Autocratic leadership
b) Let’s work together to solve this
a. Participative leadership
c) You two take care of the problem….
a. Delegative leadership
LEADERSHIP AND MANAGEMENT Steven Covey
Effective leadership is putting FIRST THINGS FIRST.
Effective MANAGEMENT is DISCIPLINE, carrying it out.
LEADERSHIP is the process of motivation other people to act in particular ways in order to achieve
specific goals.
Leadership is a willingness to accept responsibility, an ability to develop three major skills that can
be acquired through practice.
Leadership and Power
Legitimate power is granted through the organizational hierarchy
Reward power is the power to give or withhold rewards
Coercive power is the capability to force compliance by means of
psychological, emotional or physical threat
Referent power is the personal power based on charisma and identification
Expert power is derived from the possession of information expertise
Leadership Vs. Management
• Management comforts – Leadership inspires
• Management is goals – Leadership is vision
• Management is about coping with complexities -Leadership is about coping with change (Kotter
1990)
• Managers do things right - Leaders do the right things
Smart organizations value both and work hard to make
them part of the team
(Kotter 1990 – What Leaders Really Do, HBR)
The DIFFERENCE: MANAGERS
LEADERSHIP THEORIES
• TRAIT THEORY
• Traits Theories of Leadership
• Theories that consider personality, social, physical, or intellectual traits to differentiate
leaders from non-leaders.
Leadership Traits:
•
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self-monitoring
• Job-relevant knowledge
Limitations:
• No universal traits found that predict leadership in all situations.
• Unclear evidence of the cause and effect of relationship of leadership and traits.
• BEHAVIOURAL THEORIES
• Behavioral Theories of Leadership
• Theories proposing that specific behaviors differentiate leaders from nonleaders.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
a) Ohio State Studies
a. Initiating Structure
b. The extent to which a leader is likely to define and structure his or her role and
those of sub-ordinates in the search for goal attainment.
Consideration
c. The extent to which a leader is likely to have job relationships characterized by
mutual trust, respect for subordinate’s ideas, and regard for their feelings.
b. University of Michigan Studies
i. Employee-Oriented Leader
ii. Emphasizing interpersonal relations; taking a personal interest in the needs of
employees and accepting individual differences among members.
iii. Production-Oriented Leader
iv. One who emphasizes technical or task aspects of the job.
v.
• CONTINGENCY THEORIES
• Fiedler’s Contingency Model
• Leader-Member Relations
• The degree of confidence, trust, and respect subordinates have in their leader.
Task Structure
• The degree to which the job assignments are procedurized.
Position Power
• Influence derived from one’s formal structural position in the organization;
includes power to hire, fire, discipline, promote, and give salary increases.
Nature of Leadership
• The ability to influence people toward the attainment of organizational goals.
• Leadership is reciprocal, occurring among people.
• Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving
activities.
• Leadership is dynamic and involves the use of power.
Leadership versus Management
Management
Promotes stability, order and problem solving within existing organizational structure and
systems
Leadership
Promotes vision, creativity, and change
Management Vs Leadership
Management Leadership
Coping with Complexity Coping with change
Planning and Budgeting Setting a Direction
Organizing and Staffing Aligning People
Controlling and Problem Solving Motivating People
Replacement Planning Career Development of Potential leaders
Leader versus Manager Qualities
Leader Qualities Manager Qualities
SOUL MIND
Visionary Rational
Passionate Consulting
Creative Persistent
Flexible Problem solving
Inspiring Tough-minded
Innovative Analytical
Courageous Structured
Imaginative Deliberate
Experimental Authoritative
Initiates change Stabilizing
Personal power Position power
5 key differences between LEADERS AND MANAGERS
LEADER MANAGER
An innovator Administrator
Ensures trust and Represents control and authority
results Ask questions of how and when
Ask questions about Managers creates strategies
what and why Managers look for subordinates
Leaders give solutions
Leaders make followers
The Differences Between Leaders and Managers
The Leader
The Manager
Which is more important?
What are the key skills of each type?
L - lead by doing
E - encourage people
A - act on the vision
D - determination with compassion
E - empower their skills
R - raise their awareness
S - support their needs
H - hope is their key
I - inspire them with learnings
P - protect them in the situation
planning
Is the process of setting goals and deciding best way to achieve them
organising
organizing is the process of allocating and arranging human and other resources
leading
leading is the process of influencing others
controlling
What is Leadership?
Management is the process of achieving organizational goals through engaging in the four major
functions of planning, organizing, leading and controlling (Bartol et al, 1998).
Leaders and Leadership
• Leader – Someone who can influence others and who has managerial authority
• Leadership – What leaders do; the process of influencing a group to achieve goals
• Ideally, all MANAGERS should be LEADERS
• Although groups may have informal leaders who emerge, those are not the leaders we’re
studying
Leadership research has tried to answer: What is an effective leader?
Leader and manager are often used interchangeably
but the two should be distinguished
Some managers function as leaders, and this fits with the definition of management
Other managers do not function as leaders,
and not all leaders are managers
Leaders Manager
Innovates Administers
An original A copy
Develops new things Maintains existing things
People focus System and structure focus
Inspires trust Controls
Long term Short term
Asks what and why? Asks how and when
Eye on the horizon Eye on the bottom line
Does the right thing Does the thing right
Manage things & Lead people
Role
• Leadership role: applies to people by provide inspiration, create opportunities, energize people,
and make key choices ; sending a value standard messages to people which they then follow or
use.
If you want to lead employees to very high performance, treat them with great respect and not like
robots, thus leading them to treat their work, their customers, each other and their bosses with great
respect.
• Management role: is how to (planning, organizing, directing, reporting, budgeting…). Actually it
is focused on effective deployment of resources, systems, and processes, to make things happen
and keep work on track; to supervise endless details and engage in complex interactions that are
routinely part of any development...
Focus
Management Leadership
Based on facts Based on ideas
Finds answers Rises questions
Solves problems Creates challenges
Learns via training Learns through experience
Tactical, short-term horizon Strategic, long-term perspective
Goal orientation Feeds the imagination
Narrow and more limited Seeks alternatives
Running an organization inspiring people to run an organization
Skills
Characterization
Subject Manager Leader
Acting Doing things right Doing right things
Essence Stability Change
Focus Managing work Leading people
Seeks Objectives Vision
Approach Plans detail Sets direction
Decision Makes Facilitates
Power Formal authority Personal charisma
Appeal to Head Heart
Energy Control Passion
Persuasion Tell Sell
Likes Action Striving
Wants Results Achievement
Conflict Avoids Uses
Direction Existing roads New roads
Truth Establishes Seeks
Leadership & Management Synergy
Leaders Synergy Managers
Provide Vision Empowerment Provide resources
Seeks Achievements Reduce Risks
Opportunities
Inspire Teamwork Coordinate
Creativity Innovation Provide Structure
Do Right Things Effectiveness Do Things Right
LEADERSHIP & MANAGEMENT
MANAGEMENT, A USEFUL TOOL FOR A LEADER
“ ONE CAN BE A GOOD MANAGER WITHOUT BEING A GOOD LEADER, BUT ONE CAN NOT BE A GOOD
LEADER WITHOUT BEING A GOOD MANAGER”
“Management is doing things right, leadership is doing the right things”
“Management efficiency is in climbing the ladder of success, leadership determines whether the
ladder is leaning against the right wall”.
This is the era of leadership. We must excel in it.
Management and Leadership
• Managers sustain and control organizations
• Leaders try to change them
• Leaders have vision and inspire others to follow it
• Managers follow an organization’s present vision
• Management and leadership requirements
– Differs in different organizational positions
– Differs at different times in an organization’s history
