Chapter 1 Chapter 2 Democratic Leadership: (strongly like Theory Y)

Seven essential concepts Six keys of trait: focus is on the leader. - The leader listens to others' ideas and makes decisions together with the
1) Trait: leaders are born, not made. Traits are innate rather than learned. 1) Intelligence: having good language skills, perceptual skills, reasoning ability. group. Guides rather that directs. Same level as their followers.
Effective leaders: Right traits in the right place at the right time. Improve by being well-informed. - Outcomes: (+) group satisfaction, friendliness, strong worker motivation // (-)
2) Ability: you can become a leader through practice but usually you have some 2) Confidence: feeling positive, strong and secure. Awareness and understanding more time and effort from the leader.
traits already. You can acquire more leadership abilities. Ex: John Wooden of oneself build confidence. Leaders inspire trust and belief in their vision. Can - Example: Nelson Mandela, Barak Obama.
(explanation, demonstration, imitation and repetition) be build through: mentoring, feedback and practice. Laissez-Faire Leadership: (differs from both Theory X and Theory Y)
3) Skill: leadership as a competency to accomplish a task. Can be studied and 3) Charisma: magnetic charm or appeal. Motivate others through their charm, - The leader gives freedom to the group to make decisions and take action
learned. Know what to do and how to do it. (Open to anyone) enthusiasm, and passion. Strong communicators and good building without much interference. Do not try to control followers. Followers have
4) Behaviour: what leaders do, when they’re in a leadership role. Observable. relationships, good impression managers. Strong role model. Encourage freedom to do pretty much what they want whenever they want to do it.
Unlike traits, ability or skills, we can the behaviour. Task behaviours: get the job others to stay the course. Outcomes: (-) little is accomplished, chaotic environment. (+) it’s ok for people
done. Process behaviours: Help people feel comfortable. 4) Determination: proactive, focus, attentive to task. Requires perseverance. Know who don’t require outgoing feedback perform well.
5) Relationship: observable, measurable. Collaboration between leaders and where the are going and how they intend to get there. Decision to get the job - Example: Warren Buffett. A church pastors
followers, interactive type of leadership to achieve a common purpose. Ethical done. Larry Page and Sergey Brin, the founders of Google, who allowed their
implication of considering the interests of the followers. 7 Cs (consciousness, 5) Sociability: capacity to build pleasant social relationship. Sensitive to other’s employees to explore their own ideas and projects independently.
congruence, commitment, collaboration, needs. Friendly, outgoing, tactful, diplomatic and courteous. Possibility of Influence:
6) Influence process: Interactive event between leaders and followers. Influence increasing sociability. Authoritarian Leadership:
the group to achieve a common goal. 6) Integrity: Honesty and trustworthiness. Transparency and loyalty. It is the - In emergencies, it's like a boss taking charge. It is efficient and productive.
7) Leadership vs management: Leadership seeks constructive change. bedrock of what a leader is. Honesty helps people to have trust and faith in - But in creative jobs, it might stop people from sharing ideas.
Management focuses in establishing order. Managers “do things right”, what leaders have to say and what they stand for. Democratic Leadership:
Leaders “do the right thing”. Management: direct and control resources to Leadership traits in practice - In teamwork, it's like everyone talking and deciding together.
achieve organizational objectives, Leadership: influence and motivate people • Mother Theresa: simple and humble woman. Stay focus on her goals, strong - But in a hurry, it could slow things down.
to achieve a common purpose or vision. You manage things, you led people. will, practiced what she preached. Laissez-Faire Leadership:
Global leadership attributes • Bill Gates: intelligence and visionary. Task oriented and diligent. Being simple - In smart teams, it's like letting people work freely.
Positive and negative leadership characteristics. and straightforward. - But in a mess, it might make things worse without direction.
Positive: trustworthy, honest, just, positive, intelligence, motivator, • Oprah Winfrey: excellent communicator, spontaneous and expressive,
communicative, decisive, motivational. intelligent and well read.
Negative: irritable, asocial, egocentric, noncooperative, ruthless, loner. Chapter 4
Destructive leadership Uses his or her influence or power for personal ends. All present these characteristics: visionary, strong-willed, diligent, inspirational,
Toxicity. Violating the basic human rights. Examples: (1) Jeffrey Skilling and purpose-driven, role models, symbols of hope. Two dimensions of leadership behaviour (behavioural approach) It is not for
Chairman Kenneth Lay The unethical behavior led to Enron's collapse, resulting telling leaders how to behave is describing their behaviour.
in thousands of employees losing their jobs and retirement savings. Investors 1) Task style: task oriented, goal oriented. Task and a sense of control. Ensuring
suffered significant financial losses, and public trust in corporations and financial Chapter 3 productivity. Achievement oriented.
markets was severely damaged. (2) Elizabeth Holmes founded Theranos, Leadership philosophies 2) Relationship style: are not necessarily goal directed, find meaning in
promoting its blood-testing technology as ground breaking. Investigations Theory X: connection, value strong relationships.
exposed Theranos' flawed technology and deceptive practices. - The average person dislikes work and will avoid it if possible Leadership comes down to two main components:
Consequences: Investors, partners, and employees suffered financial losses. - People need to be directed and controlled. Work that needs to be done.
Silicon Valley's reputation was tarnished, raising governance concerns. Legal - People want security, not responsibility. People want the leader People who do the work.
charges were filed, and Theranos shut down in 2018. (3) Charles Manson led a take care of them, not assume any responsibility.
cult to commit brutal murders in California in 1969. Manson manipulated - Example: Jack Welch (CEO Electric company) Task oriented Relationship oriented
followers to carry out violent acts. Loss of innocent lives, terror in communities, - Can be good in repetitive task.

Mc Gregor
Production People
shock nationwide, and a dark period in American history. Theory Y:
- People like work Focus: Procedures, Focus: well being of followers
Emerging leadership approaches: - People are self-motivated. Leaders don’t have to motivate them. Activities, goal accomplishment Atmosphere, how they relate to
- Adaptive Leadership: Leaders guide others in solving problems and adapting - People accept and seek responsibility. each other
to change. - Independent and productive. Task–Relationship Leadership Continuum
- Authentic Leadership: Focuses on leaders being genuine and true to - Example: Herb kelleher - Both men and women use different leadership styles.
themselves. Theory X and Y are not opposites, are options. A leader can choose - Women face a double standard, expected to balance relational and task-
- Spiritual Leadership: Leaders use values and a sense of purpose to motivate depending on the situation. This is called the contingent theory of leadership. oriented behaviors.
followers. Theory Z: - Female leaders balance traits like demanding and caring, authoritative and
- Servant Leadership: Leaders prioritize the needs of followers to help them - Focuses on cultural values participative, distant and approachable.
grow and become autonomous. - Common values, beliefs, purpose. - They switch between styles based on the situation, emphasizing trust-building
- Gender-based Studies: Examines how gender influences leadership. - Examples: Indra Nooyi and goal accomplishment.
- Ethical Leadership: Emphasizes honesty and ethical behavior in decision- Leadership styles - Reframing relational orientation as a strength, women advance performance
making. Authoritarian Leadership: (like theory X) and build relationships.
- Connective Leadership: Leaders bridge diverse groups, fostering - The leader makes all the decisions and expects everyone to follow without Task Leadership in practice
understanding and collaboration. question. Negative view of the world. Facilitate goal accomplishment. Labeled task leadership as:
- Outcomes: (+) efficient, productive, clear directions // (-) dependence, - Initiating structure: organizing tasks, defining roles, and scheduling activities.
submissiveness. - Production orientation: emphasizing productivity, technical aspects, and
- Example: Adolf Hitler, Donald Trump. achieving goals.
- Concern for production: making decisions related to workload, new product Chapter 6 4) Recognizing and engaging the strengths of others
development, and sales volume. Strength is an attribute or quality of an individual that accounts for successful - Help followers to identify their strengths
- Overall, task leadership helps the group achieve its objectives by guiding performance. It is a positive feature of ourselves. It’s like your tools in your - Leaders need to determine what followers are good at doing and help them to
activities and ensuring progress. toolkit. The thing is to know how and when to use it. do it. It can be challenging.
Relation Leadership in practice - Trait and strength: traits are often inherited, in the case of strengths, these - High performance teams have the 4 domains: executing, influencing,
- Helps followers feel comfortable and connected. traits are being engaged at their highest level. relationship building, and strategic thinking.
- Behaviours: involve treating followers with dignity, building relationships, and - Skills and strength: skills are learned competencies; strengths are expressions 5) Fostering positive strengths – based on environment
creating a pleasant work environment. of a pre-existing capacity and are unique to each person. - Environments have a positive physiological impact on employees. They have
- Labels: (1) consideration behaviour (camaraderie, respect, trust, and regard A skill can become → a strength the opportunity to engage their strengths, and be more productive and more
between leaders and followers) (2) employee orientation (interest in human A trait can be seen → as a strength when it’s engaged at its highest level loyal.
beings) (3) concern for people (building trust, good work conditions) Historical background: Gallup and positive psychology - Environment should attend to four areas: climate, relationships,
- Regardless of personal style, every leader needs relationship leadership skills. Gallup organization and StrengthsFinder: identifying and measuring strengths communication, and meaning.
- Task and relationship leadership are intertwined, and leaders must balance Themes of human talents to describe qualities of high-performing people. From - To create a positive climate, leaders should foster virtues in their employees
both. talents emerge strengths. Talents are not strengths, but they provide the basis such as: compassion, forgiveness, and gratitude.
for developing strengths when they are coupled with knowledge, skills, and
Chapter 5 practice.
Research shift from traits to skills 1. Executing: know-how to make things happen. Individuals with these skills Shackleton's ability to inspire and motivate his crew in severe conditions
Skills can be developed, can be learned. Leadership skills give people the implement solutions well. showcased his leadership influence. For instance, he organized activities and
capacity to influence others. They are a critical component in successful 2. Influencing: helping a team, reach people beyond the team. maintained routines to keep morale high during the Endurance expedition.
leadership and are grouped into three categories: 3. Relationship building: keep the team cohesive, foster harmony and bonding
1. Administrative: ability to work with Things 4. Strategic thinking: keep focused on possibilities in the future and help with His most evident trait was determination, crucial for the missions' success. His
2. Interpersonal: ability to work with People decision making. solid commitment ensured the crew's motivation even in extreme situations.
3. Conceptual: ability to work with Ideas Character and Inventory of Strengths
Administrative skills Martin Seligman and Christopher Peterson identified six universal core virtues Comparing Shackleton with Roald Amundsen, Shackleton focused more on
- Play a primary role around which the Values in Action Classification of Character. The classification teamwork and morale, while Amundsen was task-oriented and strategic.
- Those competencies a leader needs to run an organization are called of values with the corresponding strengths are: Courage, Justice, Humanity,
technical skills: Temperance, Transcendence, Wisdom. Shackleton's belief in his crew's intrinsic motivation aligned with Theory Y,
a) Managing people: managing by walking around (connect people and The strengths in StrengthsFinder are focused on the workplace and in improving empowering them to take initiative and contribute to the mission's success.
understand tasks to do), motivate employees to do their best, people’s performance, whereas VIA’s strengths are focused on a person’s
responsiveness (handle urgent staff matter) and communicating effectively. character and how one can become more virtuous. His leadership style leaned towards democratic, involving the crew in decision-
b) Managing resources: “lifeblood of an organization”. It can include people, CAP’S perspective and 4M model: Centre of Applied + Psychology and the R2 making, which boosted morale and productivity.
money, supplies, space, equipment, anything needed to operate. Requires a “Strengths were conceptualized as “things that are good at and that give us
leader to be competent in both obtaining and assigning resources. energy when we’re using them”. Three elements: Shackleton's leadership remained consistent in prioritizing the crew's well-being,
c) Showing technical competence: specialized knowledge. It is also called - Performance: how good we are at doing something. whether planning or in crises, showing empathy and resolve throughout.
“functional competence”. A leader with technical competence has - Energy: how much vitality we get out of it
organizational know how-they understand the complex aspects of how the - Use: how often we are able to do it. During the Endurance expedition, Shackleton balanced task-oriented leadership
organization works. CAP’s research developing strengths: with maintaining morale and camaraderie, leading to the crew's rescue.
Interpersonal skills - Realized strengths: things you love to do, energize you and use a lot.
- People skills. Those abilities that help leaders to work effectively with followers. - Unrealized strengths: things you’re good at but you don’t use them His administrative skills were crucial for organizing provisions and safety
- Socially perceptive: insight and awareness. Knowing how followers will react to - Weaknesses, limited attributes. They drain your energy, they result in poor measures, ensuring preparedness for unforeseen circumstances.
change. It’s not enough to understand how people might react it’s also about performance, you minimize their use.
changing and adapting one’s behaviour. - Learned behaviours: things that you’ve learned throughout your life Shackleton's interpersonal skills fostered team loyalty and cooperation,
- Showing emotional intelligence: have empathy and can regulate emotions. experience. They drain your energy, not use it frequently but have good maintaining a positive atmosphere during crises.
“being a thermostat” reads the emotions and adjust accordingly to make performance.
people more comfortable. His resilience and adaptability inspired the crew, utilizing their strengths for team
- Managing interpersonal conflict: conflict is normal. Conflict creates need for Strengths – based leadership in practice: effectiveness.
change and occurs the result of change. Effective conflict management: reduce 1) Discovering your strengths:
stress and solve problems. a. Strengths questionnares VIA-IS R2 From Shackleton, we learn valuable lessons on determination, empathy, and
Conceptual skills b. Leadership strengths questionnaire teamwork, guiding leaders in any situation.
- Work with concepts and ideas. Creating a vision. c. Complete reflected best self exercise
- Problem solving: (cognitive ability) (1) Identify the problem, (2) Generate d. Discovering your strengths
alternative solutions, (3) Select the best solution, (4) Implement the solution. e. Self- assessment
- Strategic planning: requires designing and developing plans. The strategic 2) Developing your strengths
leaders need to have: (1) ability to learn, (2) capacity to adapt, (3) managerial - You must acknowledge your strengths
wisdom. - Various ways of disclosing (revelar) strengths
- Creating vision: challenging people with visions of future. “Walk the walk”. - Work consistently with others
3) Addressing your weaknesses
- Identify, acknowledge and work on weakness.
“Great leadership doesn’t mean running away from reality . . . sharing difficulties
can inspire people to take action that will make the situation better”