Leadership
How and why does someone become
a leader?
Theories of Leadership
• Trait theory: Belief that leadership is
derived from genetic superiority.
– Aristotle – “From the moment of their birth,
some are marked for subjugation and other for
command.”
– Most frequently believed by: royalty, members
of elite social classes, older siblings, and early
maturers.
– Associated with a belief in Social Darwinism
Trait Theory
• Decades of research provides little support.
• Bird – found four traits associated with
leaders.
– Intelligence, initiative, sense of humor,
extraversion.
– But, these traits alone don’t guarantee a leader.
Problems with using traits to
identify leaders
• An unlimited # of traits may be identified.
• Different traits may be needed in different
situations.
• Great leaders are frequently identified after
the fact.
• Biased focus on viewing men as great
leaders.
Machiavellianism
• Belief that people are:
– Weak, gullible, and untrustworthy
– Others are impersonal objects
– One should manipulate others whenever
possible to achieve goals
• Have the following traits
– Little emotional involvement in relationships
– Not concerned with morality
– No strong ideological ties
– Not grossly pathological
Social Determinism
• Also known as zeitgeist theory
• The idea that certain characteristics
predispose one to be a leader in certain
situations or “when the time is right.”
Leadership Styles
• Autocratic, democratic, laissez-faire
• Tons of research comparing three styles.
• Only clear findings show that regardless of
style a good leader initiates structure by:
– Clearly defining role as leader
– Clearly defining what is expected of group
members
• Leads to group productivity, cohesion, and
satisfaction.
Situational Theories of
Leadership
• Answer becomes clear that different styles
of leadership are useful in different
situations and with different people.
• Numerous theories that make the same
basic claim – leaderships is a balance of
task and relationship related actions.
• Appropriate actions hinge upon the maturity
and commitment level of the group.
Situational Theories: Example
• Directing: For new group members. Leader
does decision making, little relationship
support.
• Coaching: High directive and supportive
behavior. As initial enthusiasm flags,
emotional support is needed.
• Supporting: Low directive, high supportive.
• Delegating: Low directive and low
supportive. Result of high competence and
commitment of group members.
Role Position Theory
• Perhaps those placed in positions of
leadership become leaders.
• Research on authority figures supports this
to some extent (e.g., Milgram, Zimbardo).
– Authority=legitimate power vested in a
particular position.
• Problems with theory
– Why are people appointed to these positions
initially?
– Doesn’t explain reciprocal power relationships.
– Does not account for outside influences on
subordinates.