2. Trait Theory of Leadership: What are Traits
• “Great Man” theory
• Leaders are born, not
made
Traits :
Specific dimensions along
which individuals differ in
consistent stable ways
3. Trait Theories
Leadership Traits
• Extraversion
• Conscientiousness
• Openness
• Emotional Intelligence
(Qualified)
Traits Theories of
Leadership
Theories that consider
personality, social, physical,
or intellectual traits to
differentiate leaders from
nonleaders
4. Trait Theories
Limitations
• No universal traits found that predict leadership
in all situations
• Unclear evidence of the cause and effect of
relationship of leadership and traits
• Better predictor of the appearance of leadership
than distinguishing effective and ineffective
leaders
5. Trait Approach
Traits (examples)
– Extraversion
– Conscientiousness
– Openness
Assumption: Leaders are born
Goal: Select leaders
Problems
– Traits do not generalize across situations
– Better at predicting leader emergence than leader
effectiveness
6. Behavioral Theories
Behavioral Theory
Leadership behaviors can be taught.
vs.
Trait Theory
Leaders are born, not made.
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate
leaders from nonleaders
7. Ohio State Studies/University of Michigan
– Initiating Structure/Production Orientation
– Consideration/Employee Orientation
Assumption: Leaders can be trained
Goal: Develop leaders
Problem: Effective behaviors do not generalize across
situations.
Behavioral Approach
8. University of Michigan Studies
Employee-oriented Leader
Emphasizing interpersonal relations; taking a personal
interest in the needs of employees and accepting
individual differences among members
Production-oriented Leader
One who emphasizes technical or task aspects of the
job
10. Contingency Approach: Hersey and Blanchard
Situational Model
Considers Leader Behaviors (Task and Relationship)
– Assumes leaders can change their behaviors
Considers Followers as the Situation
– Follower task maturity (ability and experience)
– Follower psychological maturity (willingness to take
responsibility)
Assumptions
– Leaders can and should change their style to fit their
followers’ degree of readiness (willingness and ability)
– Therefore, it is possible to train leaders to better fit their
style to their followers.
11. Hersey and Blanchard’s Situational Leadership
Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness; the more “ready” the followers (the more
willing and able) the less the need for leader support and
supervision.
LOW Amount of Follower Readiness HIGH
Amount of Leader
Support &
Supervision Required
HIGH LOW
12. Leader-Member Exchange Theory
Leader-Member Exchange (LMX) Theory
• Leaders select certain followers to be “in” (favorites)
based on competence and/or compatibility and
similarity to leader
• “Exchanges” with these “in” followers will be higher
quality than with those who are “out”
• Result: “In” subordinates will have higher performance
ratings, less turnover, and greater job satisfaction.
15. Framing: Using Words to Shape Meaning
and Inspire Others
Leaders use framing
(selectively including
or excluding facts) to
influence how others
see and interpret
reality.
Framing
A way to use language to
manage meaning
16. Transactional and Transformational Leadership
• Contingent Reward
• Management by
Exception (active)
• Management by
Exception (passive)
• Laissez-Faire
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individual Consideration
Transactional Leaders
Leaders who guide or motivate
their followers in the direction of
established goals by clarifying role
and task requirements
Transformational Leaders
Leaders who provide the four “I’s”
(individualized consideration,
inspirational motivation, idealized
influence, and intellectual
stimulation)
17. Characteristics of Transactional Leaders
E X H I B I T 13–2
Contingent Reward: Contracts exchange of rewards for
effort, promises rewards for good performance,
recognizes accomplishments
Management by Exception (active): Watches and
searches for deviations from rules and standards, takes
corrective action
Management by Exception (passive): Intervenes only
if standards are not met
Laissez-Faire: Abdicates responsibilities, avoids making
decisions
Source: B. M. Bass, “From Transactional to Transformational Leadership: Learning to
Share the Vision,” Organizational Dynamics, Winter 1990, p. 22. Reprinted by permission
of the publisher. American Management Association, New York. All rights reserved.
18. Characteristics of Transformational Leaders
E X H I B I T 13–2 (cont’d)
Idealized Influence: Provides vision and sense of
mission, instills pride, gains respect and trust
Inspiration: Communicates high expectations, uses
symbols to focus efforts, expresses important purposes in
simple ways
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving
Individualized Consideration: Gives personal attention,
treats each employee individually, coaches, advises
