LEADERSHIP:Theory, Application, Skill Development

4th Edition

Robert N. Lussier and Christopher F. Achua

. This presentation updated and enhanced by:

Rhonda S. Palladi, Ph.D.Georgia State University

J. Mack Robinson College of BusinessManagerial Sciences Department

Atlanta, GA 30302rpalladi@gsu.edu

Copyright (c) 2010 by South-Western/Cengage Learning. All rights

reserved.

Chapter 1

Who Is a Leader?

Copyright © 2010 by South-Western/Cengage Learning All rights reserved.

PowerPoint Presentation by Rhonda S.Palladi Georgia State University

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Chapter 1 Learning Outcomes

p Briefly describe the five key elements of leadership.p List the ten managerial roles based on their three

categories.p Explain the interrelationships among the levels of

leadership analysis.p Describe the major similarity and difference between the

trait and behavioral leadership theories.p Discuss the interrelationships between trait and behavioral

leadership theories and contingency theories.p Define the key terms listed at the end of the chapter.

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p For individual career success and organizationalperformance: the success of individual careersand the fate of organizations are determined bythe effectiveness of leaders’ behavior.

p For employee recruitment and retention: theorganization’s leaders must foster a leadershipmentality throughout the organization.

p The past few years well-publicized corporatefailures have pointed to the critical role thatleadership plays in the success or failure oforganizations.

Why Leadership is Important

Ethical Dilemma 1p Is leadership really important?p Pg. 4

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Defining Leadershipp No universal definitionp Leadership is complex and thus hard to

definep Many different definitions

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p Leadership is the influencing process ofleaders and followers to achieveorganizational objectives through change

Defining Leadership (cont.)

Student Definitionsp Leads by examplep Hold themselves to the same standards

they hold othersp Diversity, creativity, change and visionp Team player

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Key Elements of Leadership

Influence

PeopleChange

Leaders–Followers

OrganizationalObjectives

Leadership

5 Key Elements of Leadershipp Leaders-Followersp Influence – process of a leader communicating ideas,

gaining acceptance of them, and motivating followers tosupport and implement the ideas through change

p Organizational Objectives – Effective leaders influencefollowers to think not only of their own interests but theinterest of the organization

p Change – influencing and setting objectives is aboutchange. Organizations need to continually change, inadapting to the rapidly changing global environment

p People – leadership is about leading people

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Discussion Question #1

Should leadership be themanager’s job, or should

leadership be a shared process?

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Discussion Question #2

Are you interested in sharingleadership, or do you prefer to be

a follower?

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Functions Performed by Managers

p Planningp Organizingp Leadingn Thus, leadership is a part of every manager’s

jobp Controlling

All managers perform four majorfunctions:

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Are All Leaders Managers?p Manager = formal title and authorityp Leader = person (manager or

nonmanager) with influencep Follower = person influenced by a leader

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p Is the process of a leader communicatingideas, gaining acceptance of them, andmotivating followers to support andimplement the ideas through change

p It is the essence of leadershipp Managers may influence through coercionp Leaders influence by gaining followers’

commitment and enthusiasm

Influence

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p Know when to lead and when to followp Influence followers to support

organizational interestsp Provide directionp Set challenging objectives and lead the

charge to achieve themp Influence change for continual

improvementp Enjoy working with people

Effective Leaders

To Ponder…p Recall a past/present job. Were you both

a leader and a follower?p Where/are the managers where you

work(ed) effective at influencing theiremployees to bring about change?

p Do manager(s) where you work(ed) treattheir employees as valuable assets?

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Discussion Question #3

Are leaders born or made?

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p Most researchers say the answer is bothp Some are born with natural ability and

develop itp Some are developed through effort and

hard workp All people have potential leadership skillsp Organizations spend millions of dollars

every year to develop leadership skills oftheir employees

Are Leaders Born or Made?

Continued p Legendary football coach Vince Lombardi

once said, “Contrary to the opinion ofmany people, leaders are not born,leaders are made, and they are made byeffort and hard work.”

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Interpersonal

Informational

Decisional

1. Figurehead2. Leader3. Liaison

1. Monitor2. Disseminator3. Spokesperson

1. Entrepreneur2. Disturbance-

handler3. Resource-allocator4. Negotiator

Leadership Managerial Roles

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p Represent the organization or department inlegal, social, ceremonial, or symbolic activities

p Generally considered a top management functionp However, leaders throughout the organization

can perform this rolep Includes:n Signing official documentsn Entertaining clients and official visitorsn Speaking engagements (formal and informal)n Presiding at meetings and ceremonies

Interpersonal: Figurehead Role

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p Pervades all managerial behaviorp Influences how leaders perform other

rolesp Includes:n Hiring and trainingn Giving instructions and coachingn Evaluating performance

Interpersonal: Leader Role

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p Interacting with people outside theorganizational unit

p Includes:n Networkingn Developing relationshipsn Gaining information and favorsn Serving on committeesn Attending professional meetingsn Keeping in touch with other people and

organizations

Interpersonal: Liaison Role

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p Gathers informationp Analyzes the information to discover

problems and opportunitiesp Includes:n Reading memos, reports, and publicationsn Talking to othersn Attending meetingsn Observing competitors

Informational: Monitor Role

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p Sends information to othersp Information passed via:n Oral means– Telephone or voice mail– One-on-one discussions– Meetingsn Written media– E-mail– Printed documents– Handwritten notes

Informational: Disseminator Role

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p Provides information to people outsidethe organizational unit

p Examples:n Meeting with the boss to discuss performancen Meeting with the budget officer to discuss the

unit budgetn Answering lettersn Reporting information to the government

Informational: Spokesperson Role

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p Innovativep Initiation of improvementsp Examples:n Developing new or improved products and

servicesn Developing new ways to process products

and servicesn Purchasing new equipment

Decisional: Entrepreneur Role

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p Takes corrective action during crisis orconflict situations

p Involves reactions to unexpected eventsp Leaders typically give this role priorityp Examples:n A union striken Equipment breakdownn Needed material not arriving on timen Tight schedules

Decisional: Disturbance-Handler Role

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p Involves scheduling, requestingauthorization, and performing budgetingactivities

p Examples:n Deciding what is done now, later, or not at

alln Setting priorities and time managementn Allocating raises, overtime, and bonusesn Scheduling employee, equipment, and

material use

Decisional: Resource-Allocator Role

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p Represents their organizational unit intransactions without set boundaries

p Examples:n Setting pay and benefits for a new

professional employee or managern Reaching agreement on a labor union

contractn Contracting with customers or suppliers

Decisional: Negotiator Role

Ethical Dilemma 2p Executive Compensationp Pg. 14

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Leadership Theoriesp Are explanations of some aspects of

leadershipp Have practical value because they are

used to better understand, predict, andcontrol successful leadership

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Leadership Paradigmp Is a shared mindset that represents a

fundamental way of thinking about,perceiving, studying, researching, andunderstanding leadership

p Has changed over the last 60 yearsduring which it has been studied

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Behavioral Integrative

Trait Contingency

The four leadershiptheory classifications

include:

Leadership Theory Classifications

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p Attempt to explain distinctive characteristicsaccounting for leadership effectiveness to identifya set of physical and psychological traits that allsuccessful leaders possess

p Examples:n High energy leveln Appearancen Aggressivenessn Persuasivenessn Dominancen Self-reliance

Leadership Trait Theories

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p Attempt to explain distinctive styles usedby effective leaders, or to define thenature of their work

p What the leader actually does on the job(behavior)

Behavioral Leadership Theories

Behavioral Leadership Theoryp Assumptionsp Leaders can be made, rather than are born.p Successful leadership is based in definable, learnable behavior.

p Descriptionp Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they look at what

leaders actually do.p If success can be defined in terms of describable actions, then it should be relatively easy for other

people to act in the same way. This is easier to teach and learn then to adopt the more ephemeral'traits' or 'capabilities'.

p Discussionp Behavioral is a big leap from Trait Theory, in that it assumes that leadership capability can be

learned, rather than being inherent. This opens the floodgates to leadership development, as opposedto simple psychometric assessment that sorts those with leadership potential from those who willnever have the chance.

p A behavioral theory is relatively easy to develop, as you simply assess both leadership success andthe actions of leaders. With a large enough study, you can then correlate statistically significantbehaviors with success. You can also identify behaviors which contribute to failure, thus adding asecond layer of understanding.

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p Attempt to explain the appropriateleadership style based on the leader,followers, and situation

p Are called “universal theories”p Try to predict which traits and/or

behaviors will result in leadership successgiven the situational variables

Contingency Leadership Theories

No bestleadership styleIn allsituations!!!

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p Attempt to combine the trait, behavioral,and contingency theories to explainsuccessful, influencing leader–followerrelationships

Integrative Leadership Theories

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Discussion Question #4

Some people say the hard skills(finance, quantitative analysis)

are more important for managersthan soft skills (developing

relationships, leadership), andsome say the opposite is true.

What do you think?

Paradigm Has Shifted FromManagement to Leadership!

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From the Management to theLeadership Theory Paradigm

p Is a shift from the older autocraticmanagement style to the newerparticipative leadership style ofmanagement

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Managers:p Were autocraticp Made all decisionsp Maintained tight controls over employees

The Old Management Paradigm

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The New Leadership ParadigmManagers:

p Are primarily participativep Focus on leadershipp Share management functions with

employeesp Have good relationships with followersp Realize that people are the most

important asset

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p Successful leaders are also goodmanagers

p Successful managers are also goodleaders

p The leadership and managementparadigms overlap

Leaders vs. Managers

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Discussion Question #5

Is leadership ability universal, oris a good leader in one

environment also effective inanother? For example, can aleader in one industry (e.g., a

hospital) be successful in anotherindustry (e.g., a bank)?

Discussion Question #6p Do you agree that, in general, mean or

tough bosses are not successful leaders?

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Case Studyp Steve Jobs – Applep Pg. 24p Answer questions 1 & 2

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