MGMT 110 Lecture Notes - Lecture 10: Homeostasis, Job Satisfaction, Transactional Leadership
Week 10 – Managing, Leading and Coaching
What is Leadership?
• Leader → a perso ho rules, guides, or ispires others – Collins Dictionary
• Leadership:
- To lead or to exercise leadership is to be ahead of others, to take them forward
where they may not necessarily want to go, to help them get to where they
would like to be, to motivate them so they overcome fears or hesitation
- a relation between two people
- to sho the ay y goig ith, or ahead… to sere as the eas of reahig a
plae Haks,
- the attribute of a position, as the characteristic of a person, and as a character
of ehaiour … Moreoer, leadership is a relatioal oept iplyig to ters:
The iflueig aget ad the persos iflueed … Leadership oeied of as
an ability is a slippery concept, since it depends too much on properties of the
situatio ad of the people to e led Katz ad Kah
• Leadership may be seen as a product of ones position; a set of personality traits; a
set of observable behaviours; as dependent upon the situation in which it is
exercised; and as contingent upon how the leader and the people being led react to
and interact with each other
• Leadership theory is critical for our understanding of the role individuals can play in
shaping society and its organizations
What Makes a Good Leader?
• Guts to stand alone and look ridiculous
• Easy to follow
• Leader embraces others as equal
• Movement must be public – need to gain followers
• As more people jump in, it is no longer risky
• Nurturing first few followers
• First follower transforms a lone leader into a movement
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Theories of Leadership
• Trait theories assume certain measurable characteristics exist that are unique to
leaders
• Behavioural theories attend only to observable behaviours and how leaders act
• Situational and contingency approaches emphasize contextual factors as key to
leadership effectiveness
- E.g. House (1971) House & Mitchell (1974) – Hersey et al (1996) –
Great Man or Woman/Leadership as Traits
• Leaders are or ot ade
• Assumes people are born with qualities that are stable across time and situations,
and which differentiate leaders from non-leaders
• To investigate leadership, trait theorists would consider variables such as age,
gender, height, weight, ethnicity, and certain personality characteristics
• These variables would differentiate exceptional leaders from mere mortals
• Traits include:
- Adaptable to situations
- Ambitious
- Cooperative
- Decisive
- Dependable
- Dominant (desire to influence others)
- “elf‐ofidet
- Tolerant of stress
- Willing to assume responsibility
• If this were true, the teaching of leadership would help only those with a
predisposition towards leadership
• Little evidence to support the notion that leaders are born with special traits that
non-leaders lack
• Many characteristics believed to be critical to successful leadership have been made
important through social norms and culture
• To try to overcome the objection that many leadership traits that are assumed to be
innate are actually based on norms and culture, newer theories have chosen to look
at what leaders do rather than what traits they have
Leadership as Behaviour
• Its what leaders do and say that counts (observable behaviours)
• Implies that if we can observe how leaders act, we can codify and measure this
behaviour, find out ways to teach it, and help to develop future leaders
• Underlying behavioural structures that characterize leadership:
- Interacting and relating to people
- The task at hand, or the technical side of work
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Document Summary
What is leadership: leader (cid:862)a perso(cid:374) (cid:449)ho rules, guides, or i(cid:374)spires others(cid:863) collins dictionary, leadership: Theories of leadership: trait theories assume certain measurable characteristics exist that are unique to leaders, behavioural theories attend only to observable behaviours and how leaders act, situational and contingency approaches emphasize contextual factors as key to leadership effectiveness. House (1971) house & mitchell (1974) hersey et al (1996) . Its what leaders do and say that counts (observable behaviours) Implies that if we can observe how leaders act, we can codify and measure this behaviour, find out ways to teach it, and help to develop future leaders: underlying behavioural structures that characterize leadership: The task at hand, or the technical side of work: a key model within this theory is the managerial grid or leadership grid developed by blake and mouton (1985) Most recognized behavioural study of leadership at the university of texas: later expanded upon by blake & mccanse (1991)
