LEADERSHIP

Leadership Quote

• “Management is doing things right;

leadership is doing the right things.”
• Peter F. Drucker
 Who should be the next leader of Canada?
Candidate #1 Candidate #2
•Wealthy real estate tycoon •Born of poor immigrant Italian parents
p
•Reality TV star
ru m ne
•Completed only elementary school education
o
d T
•Attended the Wharton School of Finance •30 years old and married
a p
al
•Declared bankruptcy twice
n Al
•Catholic upbringing C
Do
•Father of 5, married three times •Arrested many times of unlawful acts in his early
•One-time owner of an XFL franchise years, but never convicted

Candidate #3 Candidate #4
•30 years old and married •41 years old and single
•Career as a priest, writer, public speaker and
n •Completed only elementary school
politician l e o l e r
•Experience as an artist, architect, military leader,
a p o
•Enormous success as a General and politician H it
N
•Sensitive to political and economic problems •Decorated war hero
•Possesses boldness as well as courage •Excellent public speaking skills
Candidate #5 Candidate #6
•Born in Ottawa in 1971
u
•Father of three
s on
e a
•Son of long-time national leader p
•Extensive network of friends and family
rud
•Earned a degree in literature at McGill S im
•Experience in the nuclear industry
nT e r
s ti
•Brother died in in a avalanche on a ski trip m
•Football coach, astronaut, train operator,
o
u
•Advocate for several issues affecting youth
J musician H
•Detests physical fitness
Leadership Function
• Fourth and final • “Nearly all men can
management function stand adversity, but if
• Process of directing you want to test a
employees’ efforts towards man's character, give
organizational goals him power.”
• Abraham Lincoln
• Leadership greatly
dependent on power
• Power is the manager’s
ability to influence the
behaviour of their employees
Sources of Power

• Leaders may have power by virtue of

their position, their degree of knowledge
or due to their personal charisma
• Sources of power are categorized as
1. Position Power
2. Personal Power
Position Power
1. Reward Power
• The ability to offer something of value as a
way to influence workers’ behaviour
• Ex. pay raises, compliments, promotions, etc.
2. Coercive Power
• The ability to punish or withhold a positive
outcome as a way to influence workers’
behaviour
• Ex. pay cuts, demotions, verbal reprimand
3. Legitimate Power
• The ability to control subordinates’
behaviour simply by virtue of the manager’s
formal authority
• Ex. “I am the boss, so you will do as I say.”
Personal Power

1. Expert Power
• The ability to influence employees’ behaviour
because of specialized knowledge

2. Reference Power
• The ability to influence employees’ behaviour
because of their desire to please their boss
• Derived from a leader’s charisma and
interpersonal attractiveness
Power and Compliance

• Chester Barnard’s Acceptance Theory

states that followers are more likely to
comply with orders when they…:
• …truly understand the instructions
• …feel capable of carrying out the instructions
• …believe the task is in the best interest of the
organization
• …believe the task is consistent with personal
values
Zone of Indifference
• Refers to the range of orders • “Leadership is the art of
that employees’ feel are getting someone else to
do something you want
appropriate to their job done because he wants to
• Compliance more likely for do it.”
orders falling within the zone • Dwight Eisenhower

• Manager should consider

using the 3 R’s of influence
to achieve compliance for
orders outside of the zone
3 R’s of Influence
In order to convert power to influence, consider
the following:
Relevance
• Relating challenges/situations to what is
important to the individual (Listen!)
Rapport
• Establish connections with people (before
you have need for influence)
Reciprocity
• Providing something the individual wants in
exchange for something you want
Formal vs. Informal
Leadership

• Formal leadership occurs

when a manager leads by • “There are leaders and
exercising formal authority there are those that
• Informal leadership occurs lead.”
when an individual without Simon Sinek

formal authority proves

influential
• Can have a positive or negative
impact
What makes an effective
leader?

• Activity
• In small groups, list characteristics or
behaviours that you feel are necessary for an
effective leader. Be prepared to share your
list and justifications with the class.
• Paper Demo
What makes an effective
leader?

• There are three bodies of

research that attempt to
answer this question
1. Leadership Traits
2. Leadership Behaviour
3. Leadership Contingency
Leadership Traits

• Assumes that a leader’s personal

attributes determine leadership success
• Researchers have been unable to develop
a definite profile of leadership traits
• Common traits in effective leaders include:
drive, confidence, creative, intelligent,
motivated, flexible, honest, knowledgeable
Leadership Behaviour

• Assumes the leader’s behaviour

determines leadership success
• Some basic leadership styles have been
identified
• These leadership styles focus on the
degree to which a leader shows:
• Concern for the task to be accomplished
• Concern for the people performing the task
Leadership Styles
• Refers to the recurring pattern of
behaviour demonstrated by a leader
• Country Club
• Focuses on people’s needs, building
relationships
• Team Leader
• Focuses on building commitments to
shared purpose
• Impoverished
• Focuses on minimum effort to get
things done
• Produce or Perish
• Focuses on efficiency of tasks and
operations
• Middle-of-the-Road
• Focuses on balancing work output with
morale

Self-Assessment – T-P Leadership Questionnaire (Lab)

Leadership Contingency

• Approaches focus on choosing the best

leadership style given the circumstances
• Theories include:
• Fiedler’s Contingency Model
• Hersey-Blanchard Situational Leadership
Model
• House’s Path-Goal Theory
• Vroom-Jago Leader-Participation Theory
Leadership Contingency -
Activity

• Read pages 276-283

• In your assigned Expert Groups:
a) Read about your theory again
b) Discuss your theory to ensure
understanding
c) In a Google Doc, individually
summarize your theory in a maximum of 4
key points (leadership styles are
considered one point)
Leadership Contingency -
Activity

• In your Teaching Groups:

a)Have one person in your group open the
Leadership Contingency Google Doc provided.
Share the Doc with everyone in your group.
b) Copy and paste your four points in the
Google Doc provided
c) Teach your theory to the group and
discuss how it relates to successful leadership
c) Repeat step a) for each theory
Fiedler’s Contingency Model

• Leader must assess:

• their own leadership style (Least-Preferred
Co-Worker Scale)
• the situation by determining the:
• quality of leader-member relations
• degree of task structure
• amount of position power
• Leader should seek a situation where their
natural leadership style is needed
Hersey-Blanchard

Task:
•Everyone in your group must
successfully tie a tie.

Delegating Group
•You are on your own!
Participating Group:
•Work collaboratively as a group.
Selling Group:
•Use the handout.
Telling Group:
•Follow my instructions carefully!
House Path-Goal Theory

• Directive Leadership
• Supportive Leadership
• Achievement Oriented
Leadership
• Participative Leadership
Wingclips

Which leadership style is being

demonstrated in each video clip?
Transformational Leadership

• Describes someone who is truly

inspirational as a leader and who
arouses others to seek
extraordinary performance
accomplishments
• Qualities include:
• Vision
• Charisma
• Integrity
• Empowerment
• Simon Sinek – WHY?
Transformational Leadership -
Assignment

• Choose someone who you consider a

transformational leader. Provide the
following information:
• Area of leadership (i.e. politics, business,
sports, civil rights, etc.)
• Accomplishments
• How they satisfy the qualities of a
transformational leader