Edward A.

Merritt, PhD
The James A. Collins Distinguished Professor of Management
Objective
Introduce current theories on leadership
ID essential leadership elements and how
they interact
Do leadership elements help produce
effectiveness?
If leadership elements do exist can they be
identified in different situations?

2
Definition of
Leadership
Inducing followers to accomplish certain
goals that represent the values, wants
and needs, aspirations and expectations
of both leaders and their followers

3
 Overview of
Leadership
Leadership is a social process
Relating to others is critical
Leadership crosses multiple disciplines
and is open to a variety of meanings
Framework
How was the leadership position was
obtained?
Elected, appointed, tradition, family
Common Mistakes
Improper use of Democratic or Autocratic
Leader is the one in control
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Variables Effecting
Leadership
Follower Expectations
Skills of the Leader
Group Maturity
Other Circumstances

5
Armchair Theories
Great Man Theory
Superhuman
Attributes of hero
Follower Theory
Smart follower learns and becomes a leader
Importance on experience of leader and ability to
relate to the group
Genius Theory
Becomes leader by special talent and or knowledge
Examples: Einstein, Michael Jordan

6
Grid Model
Used in determining a leaders tendencies
toward high concern for People (X) and
Production (Y)
Developed at the University of Ohio in the
1950s
Applies to leaders and not to groups

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Grid Model
--Production (work) --People
System-Oriented (individuals)
behavioral on the Y Person-Oriented
axis behavioral on the X
axis
Behavior directed
toward accomplish Action directed
group goals toward satisfying the
needs and preference
of individuals

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System Oriented Specific
Behavior (Y)
1. Production Emphasis: Increased work
2. Initiating Structure: Rules and policies
3. Role Assumption: Leader taking charge
4. Representation: Speaking for the group
5. Persuasiveness: Firm convictions
6. Superior Orientation: Maintain or increase
leaders position

9
Person-Oriented Specific
Behavior (X)
1. Tolerance of Uncertainty: Accept
indefiniteness
2. Tolerance of Freedom: Allows followers wide
scope
3. Consideration: Expressing friendliness
4. Demand Reconciliation: Prioritizes and
clarifies
5. Integration: Resolves conflict and close-knit
group
6. Predictive Accuracy: Anticipates outcomes
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Systems Oriented. The Y-
axis moves vertically from
bottom (low) to top (high)
from 0-9
Person Oriented. The X-
axis moves horizontally
from left (low) to right
(high) from 0-9

0X 1X 2X 3X 4X 5X 6X 7X 8X 9X
- - - - - - - - - - --Orange = Low
9Y Person, High
- System
8Y --Yellow = High
- Person, High
System
7Y
--Green = Low
-
Person, Low
6Y System
- --Blue = Low
5Y System, High
- Person 11
Managerial Grid
Blake & Moulton applied the Grid Model to
develop another behavioral approach to
leadership and the Managerial Grid
Formed with specific areas identifying certain
behavioral propensities
Organized to identify the type of leader who
would display high/low or low/high
(task/relationship behavior)

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Managerial Grid High
relationship
and task
Y= orientation
RO
v
(1,9) (9,9) RO =
High Relationship
relationship, orientation
Low task TO = Task
orientation (5,5)
orientation

High task,
(1,1) (9,1) Low
relationship
(0,0) X=
orientation
TO
Low >
relationship,
Low task Adequate
orientation relationship
and task
orientation

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Situational Leadership
Hersey & Blanchard
Leader should change style to accommodate
capabilities of followers
1.Directing. Emergency or follower has little
experience
2.Coaching. Follower has some experience but
not for the specific task
3.Supporting. Experienced follower lacks
confidence
4.Delegating. Experienced follower doing well
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Leadership Vests in People
People possess leadership
characteristics
Positions do not possess leadership
characteristics

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Is Power Vested in the Leader?
Vested as opposed to the leader just being
powerful
Ask two questions:
1. Do followers express a willingness to
recognize power beyond influence inherent in
a position?
2. Is leader power used to influence action to
realize group goals?

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Types of Power
Position Power
Lead by organizational rank: CEO, GM, CFO
Followers may allow supervisors and managers
to exercise control over them as a condition of
organizational rank
Representation Power: Leader is granted
power to represent group internally or
externally
Purpose Power: When the mission takes
priority over any personal desires
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Types of Power
Legitimate power
Exercised through the acquisition of formal title
or position and enforced by organizational edict
and willingness of others to accept that source
Reward Power
Influencing the behavior of another by offer of a
reward
Reward is considered valuable
Reward examples: bonuses, time off, control over

schedule, verbal praise, respect

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Types of Power
Coercive Power
Opposite of reward power
Have the ability to take away or withhold
rewards for not performing in a prescribed
manner
Worker does as leader says to avoid being
punished

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Types of Power
Personal Power
Leaders use their personalities to help get
cooperation from followers
Referent power
Exists when a person is liked, admired, and or
respected because of personal traits or skills
Expert power
If a someone has an expert skill, they can
influence those with less skill in that area
Example: A head server training a newer server

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Group Definition
Not just a gathering but rather people who
have come together for a specific reason,
intent, or purpose and are bound by certain
moral, ethical, and/or philosophical
beliefs/values

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Groups
Interacting: Interact interdependently with one
another
Co-acting: Work independently of one another
Counteracting: Compete with one another

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Time Lag Concept
Likert
In relative terms a trial and error
concept
Leader actions do not directly affect
results
There is a time lag
Results occur over time

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 Philosophy and Leadership
Style

Theory X, Theory Y
Believe that the leaders attitude sets the
mood
Theory Z
Believes we should trust group members
opinions and let that influence group
actions

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Theory X
Average person has an inherent dislike for
work and will avoid it if possible
People have to be forced in some way to
put effort into achieving organizational
goals
People want to be told what to do, not take
on much responsibility, dont have much
ambition, but want security above all else

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Theory Y
Physical and mental effort in work can be as
satisfying as play
People when committed will exercise self control
and self direction
Commitment of objectives comes from rewards
associated with their achievements
Most people learn (under the right conditions) to
accept and seek responsibility
Creativity, ingenuity and imagination are
widespread among people

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Theory Z
Focuses on people moving up through the ranks
as they become more competent
Encourages group and leader cooperation; gives
leaders firsthand knowledge and makes group
members feel included
Also emphasizes position security
Most organizations have more of a bureaucratic
leadership style that focuses on chain of
command, policies, regulations, rank, etc.
Trend has been moving more toward Theory Z
style

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Leaderships Evaluation
Yardstick
Leaders should aim to be effective and successful,
they can be successful but not necessarily
effective
Effective leaders motivate their followers to be
successful
They take into consideration the followers
feelings and desires, and attempt to satisfy
personal needs
Effectiveness is a process; the result is successful
and motivated followers

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Non-Effectiveness vs.
Effectiveness
Effective leaders may not always be effective
because followers and the leader have to be
willing and able
The leaders responsibility is to turn failure into
success
3 criteria for judging leader effectiveness:
Group satisfaction
Group productivity
Group performance
The concept of effectiveness in leadership
considers motivation of the followers

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Leadership Skill
Most approaches are behavioral and not skills
The skills approach describes what a leader must
competently demonstrate to be a successful leader
Behavioral approach is based on behaviors a leader
must exhibit to be effective
People can be taught skills and be effective
Does not guarantee an effective leader
Many skills that can be used in all environments but
also ones that change
A leader must analyze the situation and determine
what skills are appropriate
There is a difference in executing a skill well and being
an effective leader, one must execute well over the
long run
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