LEADERSHIP
HED 362 – L. Good
Why do we need leadership?
“You don’t need leadership to eat a warm
cookie. The only reason for leadership is to
convince people to do things that are either
dangerous or stupid. Generally speaking,
wherever there is leadership, there’s lots of
hollering and a few warm cookies. Let’s enjoy
the lack of leadership while we have it.”
Scott Adams Don’t Step in the Leadership
HED 362 – L. Good
Leaders
Think of the most effective leader
you have known
Traits
Situation
Think of the most ineffective leader
you have known
Traits
Situation
HED 362 – L. Good
LEADERSHIP - Theories
Trait Theories
1920’s – 1950’s
Personal characteristics
Intelligence, dominance, alertness
Leaders born not made
No cause and effect between
leadership and traits
HED 362 – L. Good
LEADERSHIP - Qualities
Honesty
Single most important ingredient is
integrity
Measured by observing behavior
Forward Looking (Vision)
Senseof direction
Concern for future
HED 362 – L. Good
LEADERSHIP - Qualities
Inspiring
Enthusiastic, energetic, positive
Cheerleader
Competent
Capable and effective to lead toward
goals
Not a specialist in all areas – but takes
time to learn
“Value-added” competence HED 362 – L. Good
LEADERSHIP - Qualities
Fair-minded
Supportive
Broad-minded
Intelligent
HED 362 – L. Good
LEADERSHIP - Theories
Behavioral Theories
Late 1940’s - 1950’s
Behavior vs. traits
U of M studies
Production centered
Employee centered
PC less effective actual performance
HED 362 – L. Good
LEADERSHIP - Theories
Ohio State studies
Initiating structure
Well defined job guidelines, channels
of communication
Consideration
Emphasizes trust, respect, rapport,
participatory decision making
HED 362 – L. Good
LEADERSHIP - Theories
Ohio State studies – findings
Higher Initiating Structure yielded high
proficiency ratings but more employee
grievances
Higher Consideration yielded lower
proficiency but lower absences
HED 362 – L. Good
LEADERSHIP - Theories
Contingency/Situational
Theories
Attention to the situation in
which leaders function
Trait and behavioral
theories were inadequate
HED 362 – L. Good
LEADERSHIP - Theories
Fiedler’s Contingency Model
Group Performance contingent upon
Motivational system of leader
Task vs relationship
Degree to which leader has power
and influence in a situation
HED 362 – L. Good
LEADERSHIP - Theories
3 situational factors
Leader-member relationship
Trust, confidence, respect for leader
Task structure
Clarity of specific job
Position power
Inherent in leadership position
HED 362 – L. Good
Case
Individual has 8 subordinates who like
him. He structures the job by making
work assignments and by setting goals
for required outputs. He is also
responsible for reviewing the work of
subordinates and is the main
spokesperson for and evaluator of the
employees at merit review time.
HED 362 – L. Good
Case
Is leader member relationship good
or poor?
Good
Is task-structure high or low?
High
Is position power strong or weak?
Strong
HED 362 – L. Good
LEADERSHIP - Types
Transformational leaders – Bezos, Gates
Seek higher level needs- self-
actualization
Internal rewards – big risks/big changes
Vision- motivation for followers
Charisma
Inspirational motivation – work for
larger good of organization HED 362 – L. Good
LEADERSHIP - Types
Transactional leaders –Clinton
Exchange process – rewards/benefits for
motivation/productivity
Contingent reward system- carrot/stick
Smaller changes, lower risks
MBO
Autocratic
Correct by negative feedback/discipline
HED 362 – L. Good
Self-actualization
Aesthetic Transformational
Leadership helps
Knowledge/understanding
you aim here
Self-esteem
Love/Belonging
Transactional
Safety Mgt. gives these
Basic Needs
HED 362 – L. Good
Primary Differences between Transformational
& Transactional Leadership
Categories Transactional Transformational
Leader’s source Rank, position Character, competence
of power
Follower reaction Compliance Commitment
Time frame Short term Long term
Rewards Pay, promotion, etc. Pride, self-esteem, etc.
Supervision Important Less important
Counseling focus Evaluation Development
Where change occurs Follower behavior Follower attitude, values
Where “leadership” Leader’s behavior Follower’s heart
found
HED 362 – L. Good
LEADERSHIP - Types
Servant Leaders (many
unknown leaders)
Leaders serve followers
Listens well – concerned
with all
Do not necessarily strive
to be leaders
HED 362 – L. Good