Leadership can be both innate and learned. The document discusses several theories of leadership, including that effective leaders possess certain traits like ambition and skills like intelligence. Situational leadership theories hold that the best leadership style depends on factors like follower readiness and the task. Contingency theories similarly state there is no single best approach and the optimal leadership depends on internal and external organizational contexts and contingencies. Transactional leaders focus on using rewards and punishments to motivate followers while transformational leaders inspire followers through vision and passion.

1. Leadership
Presented by: Johny A. Prudencio

5. • Leaders are born and not made
• Great leaders will arise when there is a great need
• This idea also strayed into the mythic domain (ex.
Jesus, Moses, Mohammed and the Buddah, etc.)
• Originally proposed by Thomas Carlyle
• Patriarchal minded

6. • People are either born or not born with
the qualities that predispose them to success in
leadership roles
• People are born with inherited traits
• Some traits are particularly suited to leadership
• People who make good leaders have the right (or
sufficient) combination of traits

7. Stogdill (1974) identified the following traits and skills as
critical to leaders.
Traits
Adaptable to situations
Alert to social environment
Ambitious and achievement-orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
Skills
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organised (administrative ability)
Persuasive
Socially skilled

8. Leaders could succeed or ‘derail’(McCall and
Lombardo.1983)
• Emotional stability and composure: Calm, confident
and predictable, particularly when under stress.
• Admitting error: Owning up to mistakes, rather than
putting energy into covering up.
• Good interpersonal skills: Able to communicate and
persuade others without resort to negative or
coercive tactics.
• Intellectual breadth: Able to understand a wide
range of areas, rather than having a narrow (and
narrow-minded) area of expertise.

9. • Leaders can be made, rather than are born
• Successful leadership is based in definable,
learnable behavior
• Leadership’ capability can be learned, rather than
being inherent
• Role Theory
• The Managerial Grid

10. Role Theory
• People around are expecting a role from their
leaders
• Leaders must do their role as well as his/her
subordinates
• Role conflict can also occur when people have
differing expectations of their leaders. It also
happens when leaders have different ideas about
what they should be doing vs. the expectations that
are put upon them.

11. The Managerial Grid (Blake and Mouton in the early 1960s)
High
Concern for
People
Country Club
management
Middle of the road
management
Medium
Low
Team management
Impoverished
management
Low
Authoritycompliance
Medium
High
Concern for Production (Task)

12. • Several people deciding together make better
decisions than one person alone
• A Participative Leader, rather than taking autocratic
decisions, seeks to involve other people in the
process
< Not participative
Autocratic
decision by
leader
Leader proposes
Team proposes
decision, listens
decision, leader
to feedback, then
has final decision
decides
Highly participative >
Joint decision
with team as
equals
Full delegation of
decision to team

13. • The best action of the leader depends on a range of
situational factors
• Factors that affect situational decisions include
motivation and capability of followers and
relationship between the followers
• Leaders here work on such factors as external
relationships, acquisition of resources, managing
demands on the group and managing the structures
and culture of the group

14. Yukl (1989) seeks to combine other approaches and
identifies six variables:
• Subordinate effort: the motivation and actual effort
expended.
• Subordinate ability and role clarity: followers knowing
what to do and how to do it.
• Organization of the work: the structure of the work and
utilization of resources.
• Cooperation and cohesiveness: of the group in
working together.
• Resources and support: the availability of tools,
materials, people, etc.
• External coordination: the need to collaborate with
other groups.

15. Tannenbaum and Schmidt (1958) identified three
forces that led to the leader's action:
• The forces in the situation
• The forces in then follower and
• The forces in the leader

16. • Jay Galbraith (1973) states that:
* there is no one best way to organize
* any way of organizing is not equally effective
• the optimal course of action is contingent
(dependent) upon the internal and external situation

17. Some important contingencies for companies byJoan
Woodward (1958)
1. Technology
2. Suppliers and distributors
3. Consumer interest groups
4. Customers and competitors
5. Government
6. Unions

18. ‘Contingency in a nutshell’ (Gareth Morgan Images of
Organization)
• Organizations are open systems that need careful
management to satisfy and balance internal needs
and to adapt to environmental circumstances
• There is no one best way of organizing. The
appropriate form depends on the kind of task or
environment one is dealing with.
• Management must be concerned, above all else,
with achieving alignments and good fits

19. Three empirically derived dimensions (Fred Fiedler)
• The
• The
• The

20. • People are motivated by reward and punishment.
• Transactional leadership is based in contingency, in
that reward or punishment is contingent upon
performance.
• Transactional leader often uses management by
exception
• The prime purpose of a subordinate is to do what
their manager tells them to do.

21. • People will follow a person who inspires them.
• A person with vision and passion can achieve great
things.
• The way to get things done is by injecting
enthusiasm and energy.
• Transformational Leaders are often charismatic, but
are not as narcissistic as pure Charismatic
Leaders, who succeed through a belief in
themselves rather than a belief in others.

22. •
•
•
•
Developing the vision
Selling the vision
Finding the way forwards
Leading the charge
Working for a Transformational Leader can be a
wonderful and uplifting experience. They put
passion and energy into everything. They care
about you and want you to succeed.