Chapter 1

Who Is a Leader?
 Defining Leadership

Leadership is the influencing process of

leaders and followers to achieve
organizational objectives through change.
(Lussier/Achua)
Leadership is the process of influencing
others to understand and agree about what
needs to be done and how to do it, and the
process of facilitating individual and
collective efforts to accomplish shared
objectives. (Gary Yukul) 2
 Influence
• Is the process of a leader communicating
ideas, gaining acceptance of them, and
motivating followers to support and
implement the ideas through change
• It is the essence of leadership
• Managers may influence through coercion
• Leaders influence by gaining followers’
commitment and enthusiasm
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 Effective Leaders
• Know when to lead and when to follow
• Influence followers to support
organizational interests
• Provide direction
• Set challenging objectives and lead the
charge to achieve them
• Influence change for continual
improvement
• Enjoy working with people
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 Leadership Managerial Roles
1. Figurehead
Interpersonal 2. Leader
3. Liaison

4. Monitor
Informational 5. Disseminator
6. Spokesperson

7. Entrepreneur
Decisional 8. Disturbance-handler
9. Resource-allocator
10. Negotiator

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 Interpersonal: Figurehead Role
• Represent the organization or department in legal,
social, ceremonial, or symbolic activities
• Generally considered a top management function
• However, leaders throughout the organization can
perform this role
• Includes:
– Signing official documents
– Entertaining clients and official visitors
– Speaking engagements (formal and informal)
– Presiding at meetings and ceremonies

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 Interpersonal: Leader Role
• Pervades all managerial behavior
• Influences how leaders perform other roles
• Includes:
– Hiring and training
– Giving instructions and coaching
– Evaluating performance

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 Interpersonal: Liaison Role
• Interacting with people outside the
organizational unit
• Includes:
– Networking
– Developing relationships
– Gaining information and favors
– Serving on committees
– Attending professional meetings
– Keeping in touch with other people and
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organizations
 Informational: Monitor Role
• Gathers information
• Analyzes the information to discover problems
and opportunities
• Includes:
– Reading memos, reports, and publications
– Talking to others
– Attending meetings
– Observing competitors

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 Informational: Disseminator Role
• Sends information to others
• Information passed via:
– Oral means
– Telephone or voice mail
– One-on-one discussions
– Meetings
– Written media
– E-mail
– Printed documents
– Handwritten notes
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 Informational: Spokesperson Role
• Provides information to people outside the
organizational unit
• Examples:
– Meeting with the boss to discuss performance
– Meeting with the budget officer to discuss the unit
budget
– Answering letters
– Reporting information to the government

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 Decisional: Entrepreneur Role
• Innovative
• Initiation of improvements
• Examples:
– Developing new or improved products and services
– Developing new ways to process products and
services
– Purchasing new equipment

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 Decisional: Disturbance-Handler
Role
• Takes corrective action during crisis or conflict
situations
• Involves reactions to unexpected events
• Leaders typically give this role priority
• Examples:
– A union strike
– Equipment breakdown
– Needed material not arriving on time
– Tight schedules

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 Decisional: Resource-Allocator
Role
• Involves scheduling, requesting authorization,
and performing budgeting activities
• Examples:
– Deciding what is done now, later, or not at all
– Setting priorities and time management
– Allocating raises, overtime, and bonuses
– Scheduling employee, equipment, and material use

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 Decisional: Negotiator Role
• Represents their organizational unit in
transactions without set boundaries
• Examples:
– Setting pay and benefits for a new professional
employee or manager
– Reaching agreement on a labor union contract
– Contracting with customers or suppliers

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 Chapter 2

Leadership Traits and Ethics

 Traits and Personality

• Traits
– Are distinguishing personal characteristics
• Personality
– Is a combination of traits that classifies an
individual’s behavior

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 The Big Five
• Surgency (dominance)
– Leadership and extraversion traits
– Want to be in charge
• Agreeableness
– Traits related to getting along with people
– Sociable, friendly
• Adjustment
– Traits related to emotional stability
• Conscientiousness
– Traits related to achievement
– Responsible and dependable
• Openness to experience
– Traits related to the willingness to try new things
– Seek change 18
 The Big Five Model of Personality

Surgency

Agreeableness Adjustment

Conscientiousness Openness to
experience

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20
 Personality Profiles
• Identify individual stronger and weaker traits
• Are used to ensure a proper match between the
worker and the job
• Are also used to categorize people as a means
of predicting job success

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 Traits of Effective Leaders
• Dominance
– Want to be in charge
– Not overly bossy or bullying
– Affects all other traits
• High energy
– Drive, hard work, stamina, persistence
– Tolerate stress well
• Self-confidence
– Trust own judgments, decisions, ideas, capabilities
– Related to effectiveness and advancement
• Flexibility
– Change, adjust to changes
– The ability to influence others about change
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 Traits of Effective Leaders (cont.)
• Locus of control
– Internal = belief in the control of your own destiny
– External = belief in fate, luck, etc.
• Stability
– Emotionally in control, secure, positive
– Associated with managerial effectiveness and advancement
• Integrity
– Honest, ethical, trustworthy
– Essential to running a successful business
• Sensitivity
– Understand group members as individuals, communicate well,
people centered
– Requires empathy
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 Traits of Effective Leaders (cont.)
• Intelligence
– Is the ability to think critically, solve problems, and make
decisions
– Is the best predictor of job performance
– Emotional intelligence
– Self-awareness
– Being conscious of your own emotions and how they affect your
personal and professional life
– Social awareness
– The ability to understand others
– Self-management
– The ability to control disruptive emotions
– Relationship management
– The ability to work well with others
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 Leadership Attitudes

Attitudes are positive or negative feelings about people,

things, and issues.
 Theory X and Theory Y
 Attempt to explain and predict leadership behavior
and performance based on the leader’s attitude about
followers
 Pygmalion effect
 Proposes that leaders’ attitudes toward and
expectations of followers, and their treatment of
them, explain and predict followers’ behavior and
performance
 Self-concept
 Refers to the positive or negative attitudes people
have about themselves25
 Theory X versus Theory Y
Theory X Attitude: Theory Y Attitude:
• Employees dislike work • Employees like to work
• Employees must be closely • Employees do not need to
supervised be closely supervised
• Managers display more • Managers display more
coercive, autocratic participative leadership
leadership • Managers use internal
• Managers use external motivation and rewards
means of control, such as
threats and punishment

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 Developing a More Positive
Attitude and Self-Concept
• Consciously have and maintain a positive, optimistic attitude
• Push out pessimism & cultivate optimism
• Stop complaining
• Avoid negative people
• Set and achieve goals
• Focus on success and don’t dwell on failure
• Accept compliments
• Don’t belittle your accomplishments
• Don’t compare yourself to others
• Be a positive role model
• When things go wrong, help others who are worse off than
you
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 Ethics
• Are the standards of right and wrong that
influence behavior
– Right behavior is considered ethical
– Wrong behavior is considered unethical
• Business ethics, and ethics codes, guide
and constrain everyday business conduct

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 Personality Traits,
Attitudes, and Ethics
• Ethical behavior is related to individual needs and
personality traits
• To gain power, people may be unethical
• Irresponsible persons may unethically cut corners
• Self-confidence can allow a person to make ethical
choices
• Unethical behavior is more likely found in people with
the following characteristics: Emotionally unstable,
External locus of control, etc.
• Being ethical is part of integrity
• People with positive attitudes about ethics tend to be
ethical
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 Moral Development and Ethics
Moral development refers to understanding right from
wrong and choosing to do the right thing. There are 3
levels of moral development:
 Pre-conventional
Based on self-interest
 Conventional
Based on expectations of others
 Post-conventional
Based on universal principles of right and
wrong, regardless of the leader or group’s
expectations 30
 The Situation and Ethics
• People are more likely to act unethically:
– In highly competitive situations
– In unsupervised situations
– When there is no formal ethics policy
– When unethical behavior is not punished or
is rewarded

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 How People Justify Unethical
Behavior
• Displacement of responsibility
– Blaming one’s unethical behavior on others
• Diffusion of responsibility
– Using the unethical behavior with no one person being held
responsible
• Advantageous comparison
– Comparing oneself to others who are worse
• Disregard or distortion of consequences
– Minimizing the harm caused by the unethical behavior
• Attribution of blame
– Claiming the unethical behavior was caused by someone else’s
behavior
• Euphemistic labeling
– Using “cosmetic” words to 32 make the behavior sound acceptable
What Does It Take to Be an Ethical
Leader?
• An ethically courageous leader must:
– Focus on a higher purpose
– Draw strength from others
– Family and friends
– Take risks without fear of failure
– We all fail sometimes
– Use frustration and anger for good
– Take action to stop unethical behavior

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 Additional
• New Reality for Leaders
• Assessment on the article “ What Makes a
Leader” (author-Daniel Goleman; HBR)