What is Leadership?

1. What is Leadership?

2. Approaches to Leadership Fairhurst (2007)

3. Competency (Trait) Perspective of Leadership • Skills, knowledge,aptitudes • and other • personal characteristics • that lead • to superior performance

4. Traits and CharacteristicsegStodgill (1974), Handy (1980) Limitations: • Assumes that all effective leaders have the same personal characteristics that are equallyimportant in all situations. • Alternative combinations of competenciesmay be equally successful • Views leadership as something within a person • Indicates leadership potential, not leadership performance

5. Leadership Styles and Behaviours • McGregor (1960) • Theory X • Theory Y

6. Types and Roles Lewin, Lippitt and White (1939) • Autocratic • Democratic • Laissez –faire Benne and Sheats(1948) • Task maintenance act • Group maintenance act

7. Types and StylesBlake and Mouton’s (1978) Leadership Grid

8. Authentic leadership • Emotional intelligence Effective leaders need to act consistently with their values, personality, and self-concept Source: McShane et al 2013: 384-385

9. Contingency (Situational) Perspective of Leadership • The most appropriate leadership style depends • on the • situation. • Leaders • must be • insightful and flexible, • and adapt behaviours and styles • to the • immediate situation.

10. Contingent LeadershipFiedler’s (1974) Contingency Model Favourable Unfavourable

11. Charismatic Leadership Applied to a certain quality of an individual • considered extraordinary • treated as endowed with supernatural, superhuman, specifically exceptional powers or qualities. • qualities are not accessible to the ordinary person • regarded as of divine origin or as exemplary , and the individual concerned is treated as a “leader”’ (Weber,1968: 241)

12. Transformational Leadership • Visioning the new corporate future • Communicating the vision • Implementing the vision Popular in 1980s and 1990s (Dunphyand Stace, 1990) Source: McShane et al. 2013: 393

13. Paternal Leadership Style Source: Fulop, L and Linstead, S (2009) : 525

14. Paternal Leadership Tactics Source: Fulop, L and Linstead, S (2009) : 526

15. Narcissistic Leader Narcissism • They must be more than they are • Their value as people is dependent upon the image they project • People are objects to be manipulated to get the validation narcissists need Source: Fulop and Linstead, 2009

16. Post Heroic Leadership • Associated with transformational leadership but with a greater emphasis on developing subordinates (Bradford and Cohen, 1984) • Distributed or collective leadership Heifetz and Laurie (1997)

17. Followership • Followership is the role of the group member in supporting (or not) the leadership role • Leadership prototypicality (Hogg, 2001) • Social identity and leadership (Haslam , 2001)

18. Implicit Leadership Perspective • People evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes) • People tend to inflate the influence of leaders on organisational events • Followers perceptions about the characteristics and influence of people they call leaders Source: McShane et al. 2013: 395- 396

19. The Three Levels of Leadership Source: Scouller, J. (2011)

20. Leadership is very much a relational product of the societies in which organisations operate. • Cultural variables will affect how leaders from different • cultural backgrounds manage in foreign cultures and with culturally diverse groups. Source: Fulop and Linstead, 2009: 530