1. Malaysian Institute of Aviation Technology
01st April 2009 Bachelor of Aviation Management 1
Principle of Management
Week 9
Leadership.

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01st April 2009 Bachelor of Aviation Management 2
• Table of contents;
– Reading exercise – Christine Nixon.
– Managers versus Leaders..
– Early theories of leadership.
• Trait Theories.
• Behavioural Theories.
• The University of IOWA studies.
• The OHIO state studies.
• The University of Michigan studies.
• The managerial grid.
– Contingency theories of leadership.
• The Fiedler model.
• The Hersey – Blanchard situational theory.
• Leader participation model.
• Path Goal theory.
– Cutting edge approaches to leadership.
• Transformational transactional leadership.
• Attributes theory of leadership.
• Charismatic visionary leadership.
• Team leadership.
– Contemporary issues in leadership.
• Leaders and power.
• Creating a culture of trust.
• Leading through empowerment.
• Gender and leadership.
• Leadership styles and different cultures.
– Reading assignment (Group Discussion and submission).
– Summary.
– Motivating your self.

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01st April 2009 Bachelor of Aviation Management 3
Leadership
Theories.
Leadership Issues.
Leadership in
Practice.

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01st April 2009 Bachelor of Aviation Management 4
• Leader:
– Someone who can influence others and who has
managerial authority.
• Leadership:
– The process of influencing a group towards the
achievement of goals.
• Manager:
– Someone who works with and through other people
by coordinating their work activities in order to
accomplish organisational goals.

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01st April 2009 Bachelor of Aviation Management 5
Traits
BehaviourBehaviour
What is an effective leader?
• What can you tell us about leadership?

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01st April 2009 Bachelor of Aviation Management 6
• Trait Theories:
– Leadership theories that tried to isolate characteristics that
differentiated leaders from non leaders.
• Drive: Leaders exhibit a high effort level. High desire for achievement.
Ambitious. Tireless, persistent and show initiatives.
• Desire to lead: Strong desire to influence and lead others. Demonstrate
Willingness to take responsibility.
• Honesty and integrity: Leaders build trusting relationships between
themselves and followers. By being truthful and non deceitful. By showing
High consistency between word and deed.
• Self confidence: Followers look to leaders for an absence of self doubt.
Leaders need to show self confidence to convince followers of the rightness
Of goals and decisions.
• Intelligence: Leaders need to be intelligent to gather, synthesise and
Interpret large amounts of information. To be able to create visions, solve
problems and make decisions.
• Job relevant knowledge: Effective leaders have a high degree of
knowledge about the company, the industry and technical matters.
Decisions and understand its implications.
Six Traits that Differentiate Leaders from Non-Leaders

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01st April 2009 Bachelor of Aviation Management 7
TraitsTraits
Behaviour
What is an effective leader?
• How can we train a person to be a leader?

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01st April 2009 Bachelor of Aviation Management 8
• Behavioural Theories.
– Leadership theories that identified behaviours
that differentiated effective leaders from
ineffective leaders.

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01st April 2009 Bachelor of Aviation Management 9
1. The University of IOWA studies.
– Autocratic Style: A leader who intended to centralise
authority, dictate work methods, make unilateral
decisions and limit employee participation.
– Democratic Style: A leader who tended to involve
employees in decision making, to delegate authority,
to encourage participation in deciding work methods
and goals, and to feedbacks as an opportunity for
coaching employees.
– Laissez - Faire Style: A leader who generally gave
the group complete freedom to make decisions and
complete the work in whatever way it saw fit.

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01st April 2009 Bachelor of Aviation Management 10
2. The OHIO University studies.
– Initiating Structure: The extent to which a leader
was likely to define and structure his or her role and
the group members in the search for goal attainment
.
– Consideration: The extent to which a person had
job relationships characterised by mutual trust and
respect for group members ideas and feelings.
– High - High Leader: A leader high in both initiating
structure and consideration behaviour.

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01st April 2009 Bachelor of Aviation Management 11
3. The University of MICHIGAN studies.
– Employees Oriented: Emphasising
interpersonal relationship. Took personal
interest on the well being of their followers
and accepted individual differences.
– Production Oriented: Tend to emphasise
the technical and task aspects of the job.
Concerned with accomplishing their group’s
tasks. Regarded members as a means to
their end.

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01st April 2009 Bachelor of Aviation Management 12
4. Managerial Grids.
– A two dimensional grid of two leadership
behaviours (concern for people and concern
for production) which resulted into five
different management style.

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01st April 2009 Bachelor of Aviation Management 13
The Managerial Grid
1
2
3
4
5
6
7
8
9
1 3 4 5 6 7 8 92
5.5
9.91.9
9.11.1
Concern for Production
ConcernforPeople
Task Management:
Middle of the
road Management:
Team Management:
Impoverished
Management:
Country Club Management:
Efficiency in operations
results from arranging
Conditions of work in
Such a way that human
Elements interfere to a
Minimum degree.
Thoughtful attention to needs
of people for satisfying
Relationships leads to a
Friendly organisational
Atmosphere and work tempo.
Exertion of minimum
Effort to get required
Work done is appropriate
To sustain organisation
membership
Minimum degree.
Adequate organisation performance
Is possible through balancing the
Necessary to get out work with
Maintaining morale of people at
A satisfactory level.
Work accomplish are from
committed people. Interdependence
Through a ‘common stake’ in
Organisation purpose leads to
Relationships of trust and respect

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Contingency Theories of Leadership
1. Fiedler Model.
– Fiedler Contingency Model: A leadership theory that proposed that
effective group performance depended on the proper match between
a leader’s style of interacting with followers and the degree to which
the situation allowed the leader to control and influence.
• Least Preferred Co-worker (LPC) questionnaire: A questionnaire that
measure whether a person is tasks or relationship oriented.
• Leader – member relations: One of Fiedler situation contingencies
that described the degree of confidence, trust and respect
subordinates had for their leader.
• Task structure: One of Fiedler’s situational contingencies that
described the degree to which job assignments were formalised and
procedurised.
• Position Power: One of Fiedler’s situational contingencies that
described the degree of influence a leader had over power – based
activities such as hiring, firing, discipline, promotions and salary
increases.

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01st April 2009 Bachelor of Aviation Management 15
Findings of the Fiedler’s Model
Category I II III IV V VI VII VIII
Leader
member
relations.
Good Good Good Good Poor Poor Poor Poor
Task
structure
High High Low Low High High Low Low
Position
power
Strong Week Strong Weak Strong Weak Strong Weak
Good
Performance
Task
Oriented
Relationship
Oriented
Poor
UnfavorableModerateFavorable

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01st April 2009 Bachelor of Aviation Management 16
• The Hersey- Blanchard Situational Theory.
• Situational Leadership Theory (SLT): A leadership
contingency theory that focuses on followers’ readiness.
• Readiness: The extent to which people have the ability
and willingness to accomplish a specific task.
• Four Leadership Style:
1. Telling: (High task low relationship) Leader define roles and
tell people what, when, how and where to do the task.
2. Selling: (High task high relationship) Leader provides both
directive and supportive behaviour.
3. Participating: (Low task high relationship) Leader and
follower share in decision making. Main role of leader is
facilitating and communicating.
4. Delegating: (Low task low relationship) Leader provides little
direction and support.

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01st April 2009 Bachelor of Aviation Management 17
Task Behaviour
Low
High
Low High
RelationshipBehaviour
Selling
Delegating Telling
Participating
High Relationship.
High Task.
Low Relationship.
High Task.
Low Relationship.
Low Task.
High Relationship.
Low Task.
S1S4
S2S3
High Low
R4 R3 R2 R1
Able and
Willing.
Able and
Unwilling.
Unable and
willing.
Unable and
Unwilling.
Follower Readiness
Hersey and Blanchard’s Situational Leadership Model

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01st April 2009 Bachelor of Aviation Management 18
• Leader participation model (VROOM):
– A leadership contingency model that related leadership
behaviour and participation in decision making.
Leadership Styles in the Vroom Leader-participation model.
– Decide: leader makes the decision alone.
– Consult individually: leader present the problem to members
individually, and make his decision.
– Consult group: leader presents problem to the group in a
meeting. Seek suggestions and make decision himself.
– Facilitate: leader presents problem to the group in a meeting
and acting as facilitator towards making decision together.
– Delegating: leader permits the group to make the decision.

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01st April 2009 Bachelor of Aviation Management 19
• Path-Goal Theory (Robert House):
– A leadership theory that says it is the leader’s job to
assist followers in attaining their goals and t provide
the direction and support needed to ensure that their
goals are compatible with the overall objectives of the
organisation.
– Directive leader.
– Supportive leader.
– Participative leader.
– Achievement oriented leader.

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01st April 2009 Bachelor of Aviation Management 20
Leader Behaviour
Outcomes.
Subordinates
Contingency
Factors.
Environmental
Contingency
Factors.
PATH-GOAL Theory.
• Locus of control.
• Experience.
• Perceived ability.
• Directive.
• Supportive.
• Participative.
• Achievement oriented
• Task structure.
• Formal authority system.
• Work group.
• Performance.
• Satisfaction.

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01st April 2009 Bachelor of Aviation Management 21
Cutting Edge Approaches to Leadership
1. Transformational-transactional Leadership.
• Transactional leaders: Leaders who guide or motivate the
followers in the direction of established goals by clarifying role
and task requirements.
• Transformational leaders: Leaders who provide individualised
consideration and intellectual stimulation and possess
charisma.
1. Attribution Theory.
– Making sense out of cause and effect relationship. When
something happen people tend to attribute it to certain cause.
– Attribution theory of leadership: an attribution that people tend
to characterise leaders as having traits such as intelligent,
outgoing, strong verbal skills, aggressiveness, understanding
and industriousness.

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01st April 2009 Bachelor of Aviation Management 22
• Cutting Edge Approaches to Leadership.
1. Charismatic-visionary Leadership.
• Charismatic leaders: An enthusiastic, self confident leader whose
personality and actions influence people to behave in certain ways.
Key Characteristic of Charismatic Leaders.
• Self confidence.
• Vision.
• Ability to articulate the vision.
• Strong convictions about the vision.
• Behaviour that is out of the ordinary.
• Appearance as a change agent.
• Environment sensitivity.
• Visionary leaders: The ability to create and articulate a realistic,
credible and attractive vision of the future that improves upon the
present situation.

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01st April 2009 Bachelor of Aviation Management 23
Conflict
Manager.
Coach.
Liaison
With
External
Constituencies.
Troubleshooter.
Team Leader
Roles.
Specific Team Leadership Roles.
• Leader represent the team to others such as
Upper management, other work team, customers
and suppliers.
• Leader identify source of conflict, who is involved,
The issue at stake, the resolution options available.
• Leader clarify expectations, teach, offer support
Cheerlead and keep performance level high.
• Leader try to help resolve problem.
Team Leader responsibilities:
1. Managing the team external boundary
2. .Facilitating the team process.

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01st April 2009 Bachelor of Aviation Management 24
• Contemporary issues:
1. Leaders and Power.
– Legitimate power: The power a leader has as a result of his or
her position in the organisation also called authority.
– Coercive Power: The power a leader has because of his or
her ability to punish or control.
– Reward Power: The power that a leader has because of his or
her ability to give positive benefits or rewards.
– Expert Power: Influence that is based on expertise, special
skill or knowledge.
– Referent Power: Power that arises because of a person’s
desirable resources or personal traits.

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01st April 2009 Bachelor of Aviation Management 25
• Contemporary issues:
2. Creating a Culture of Trust.
– Credibility:
The degree to which followers perceive someone as honest,
competent and able to inspire.
– Trust:
The belief in the integrity, character and ability of a leader.
– Integrity : Honesty and truthfulness.
– Competence: Technical and interpersonal skills and knowledge.
– Consistency: reliability, predictability and good judgment in handling
situation.
– Loyalty: Willingness to protect and save face for a person.
– Openness: Willingness to share ideas and information freely.

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01st April 2009 Bachelor of Aviation Management 26
• Empowerment:
– Increasing the decision making discretion of
workers.

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Summary.
1. Managers versus leaders.
2. Trait theory.
3. Behavioural leadership theory.
4. Fiedler’s contingency model.
5. Hersey and Blanchard’s situational leadership.
6. The path goal model.
7. Transactional leaders.
8. Charismatic leaders.
9. Power.
10. Creating a culture of trust.
11. Men and women on leadership style.

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01st April 2009 Bachelor of Aviation Management 28
Motivating your self.
• Read aloud to your friend.
• Read a lot and share with friend.
• Keep practicing on your writing. Send me e-mail and
send your friend e-mail.

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01st April 2009 Bachelor of Aviation Management 29
• Case study: Toyota Tough Boss.
• Read the article in a group.
• Discuss question no. 1 to 3.
• Send me your answer through e-mail.
• Deadline: 08th
April 2009.