Understanding the complexities of both the organization and its

environment
Requires that leaders be capable of:
Leading change in the organization to achieve and maintain a superior
alignment between the organization and its environment
Strategic Leadership
Encompassing understanding of the organization

Firm grasp of the organization’s environment

Managerial requirements:
Awareness of firm’s alignment with the environment

Ability to improve the alignment

Increasing pressure for high ethical standards for

leadership positions

Increasing pressure to hold leaders accountable

for their actions
Why Ethical Leadership Is Essential Emerging Issues in Leadership

Increasing environmental pressure for stronger

corporate governance models

Changes in leadership and mentoring as in-

person contact replaces virtual contact

Less nonverbal communication

Increasing importance of e-mail’s role in

conveying appreciation, reinforcement, and Virtual Leadership Challenges
constructive feedback The ability to influence a group toward the
Not all leaders are managers, nor are all managers leaders.
achievement of goals
Face-to-face leadership skills become critical as
opportunities decrease for direct contact Is a property—the set of characteristics attributed
Leadership to someone who is perceived to use influence
Leadership as an Attribution successfully

Is influence—the ability to affect the perceptions,

beliefs, attitudes, motivation, and/or behavior of
others
What is leadership?
Use of authority inherent in designated formal
Management rank to obtain compliance from organizational
Substitutes for and Neutralizers of Leadership members

Both are necessary for organizational success

Trait Approaches to Leadership

Identifying leadership traits

Attempts to identify stable and enduring
Needs more research. character traits that differentiate effective Developing methods for measuring them
leaders from non-leaders focusing on:
Online leaders have to think carefully about what actions they want their Using the methods to select leaders
digital messages to initiate. Online Leadership Trait Theories
Challenges to Our Understanding of Emotional intelligence, drive, motivation; honesty
Today’s managers and employees are Current limited set of leadership traits and integrity, self-confidence, cognitive ability,
Identification-based trust is difficult to achieve without face-to-face
increasingly linked by networks rather than Leadership
interaction. knowledge of the business, charisma
geographic proximity.
Writing skills are likely to become an extension of interpersonal skills. Traits can predict leadership, but they are better
at predicting leader emergence than
Review specific requirements for the position. effectiveness.

Consider personality tests to identify leadership traits. Identifying effective leaders Proposing that specific behaviors differentiate
leaders from non-leaders
Situation-specific experience is relevant. Selecting Leaders Summary of Trait Theories and
Behavioral Theories
Behavioral theories of leadership imply we can
Plan for a change in leadership. train people to be leaders.

Leadership training is likely to be more Employee-oriented/ Employee-centered

successful with high self-monitors. The Michigan Studies Two key dimensions of leader behavior
Behavioral Theories Production-oriented / Job-centered
Teach implementation skills.
Initiating structure
Teach trust building, mentoring, and situational-
The Ohio State Studies Found two key dimensions of leader behavior: Both are important
analysis.
Consideration
Training Leaders Early Studies in Behavioral Approaches to
Behavioral training through modeling exercises CHAPTER 12: LEADERSHIP Leadership
can increase an individual’s charismatic Provides a means for evaluating leadership styles and then training
leadership qualities. managers to move toward an ideal style of behavior

Review leadership after key organizational events. “Concern for People” is Consideration and
Employee-Orientation
Train in transformational leadership skills. The Leadership Grid Draws on both studies to assess leadership style
“Concern for Production” is Initiating Structure
and Production-Orientation
Trust
Positive Leadership Style is determined by position on the graph
Mentoring
While trait and behavior theories do help us
Leaders who know who they are, know what they understand leadership, an important
believe in and value, and act on those values and component is missing: the environment in
Authentic Leadership
beliefs openly and candidly. Their followers which the leader exists
would consider them to be ethical people.
Assume that appropriate leader behavior varies
Ethics touches on leadership at a number of Situational leadership theories deals with this from one situation to another situation
junctures. additional aspect of leadership effectiveness
studies Seek to identify how key situational factors
Efforts have been made to combine ethical and Ethical Leadership
interact to determine appropriate leader behavior
charismatic leadership into an idea of socialized
charismatic leadership – leadership that conveys
Responsible Leadership
other-centered values by leaders who model
ethical conduct.

Servant leaders go beyond their self-interest and

instead focus on opportunities to help followers
grow and develop.
Servant Leadership
Characteristic behaviors include listening,
empathizing, persuading, accepting stewardship, The Fiedler Model
and actively developing followers’ potential.

Contingency Theories
Cho rằng việc thực hiện nhiệm vụ của nhóm phụ thuộc vào sự tương tác
giữa phong cách lãnh đạo và mức độ thuận lợi (hay bất lợi) của tình
huống.

chỉ phương pháp quản lý linh hoạt dựa trên tình

huống cụ thể – bao gồm tầm quan trọng của
nhiệm vụ cần thực hiện, năng lực hiện có và tinh
Leader–Member Exchange (LMX) Theory thần sẵn sàng của người phụ trách nhiệm vụ đó.
Dựa trên đánh giá khách quan các thông số này
– kết hợp với khả năng tạo ảnh hưởng, nhà lãnh
Follower characteristics determine group membership đạo sẽ đưa ra kế hoạch ứng phó với tình huống
How groups are assigned is unclear cụ thể.
Leaders control by keeping favorites close Hersey and Blanchard’s Situational Leadership
Theory

Charismatic Leadership
Contemporary Theories of
Leadership
Three key theories

Transactional and Transformational Leadership

Thuyết đường dẫn đến mục tiêu được phát triển để giải thích cách thức
Path–Goal Theory mà hành vi của người lãnh đạo ảnh hưởng đến sự thỏa mãn và thực
hiện nhiệm vụ của người dưới quyền.

Làm cho người dưới quyền nhận thức rõ các

mục tiêu của công việc
Thuyết đường dẫn đến mục tiêu quan tâm đến việc nâng cao động cơ
Gắn chặt các phần thưởng có ý nghĩa với việc
của người dưới quyền và cho rằng người lãnh đạo có hiệu quả có thể
đạt được các mục tiêu
nâng cao động cơ của người dưới quyền bằng cách
Giải thích một cách rõ ràng, cách thức mà các
mục tiêu và những phần thưởng mong đợi có
thể đạt được

Leader–Participation Model