MGMT10002 Lecture Notes - Lecture 6: Transactional Leadership, Trait Theory, Motivation
5 May 2018
School
Department
Course
Professor
Leadership – lecture 6
The ability to influence people towards the attainment of organisational goals
o Timeline of trait theories
▪ Trait theories: leaders are born.
• Stogdill and Mann
o Intelligence
o Dominance
o Self-confidence
o Ambition, energy and activity
o Task-relevant knowledge
• Recent
o Credible, honest, forward-looking, inspiring, competent
• Limitation of the trait theory
o Traits are better predictors of the appearance of leadership
than of effective leadership, doesn’t take in situational
effects, limits usefulness for training and development
▪ Behavioural theories: leaders can be made
• Ohio State
o Consideration: leader’s mindfulness of the subordinates
o Initiating structure: degree of task orientation
• Michigan
o Employee-centred (relationship orientated)
o Job-centred (scheduling and low costs)
o Contingency/situational theories
• Appropriate style of leadership is contingent on the requirements of
the situation
• Hersey & Blanchard contingency theory
o Directing
▪ Authoritative leaders provide detailed plans and
closely monitor
▪ Followers have low readiness, low ability and lack
confidence
o Coaching
▪ Dual-focused leaders provides both task instructions
and personal support
▪ Followers: moderate readiness because of confidence
to proceed and lack ability
o Entrusting
▪ Delegating, little task/ people orientation
▪ Followers have high readiness because of ability and
confident
o Supporting
▪ Engaging leaders encourage, supports, consults with
and develops followers skills
▪ Follower have moderate readiness because of ability
but lack confidence and need support
o Transformational vs. transactional leadership
▪ Transactional (extrinsic motivation)
• Leadership for exploitation
• Management by exception
o Corrective criticism
o Negative feedback
o Negative reinforcement
• Contingent reward
o Obtains agreements from followers on what must be done
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