1. D R . L O R A H E L V I E - M A S O N ,
C O M S 4 0 4
Leaders and Leadership
(Chapter 12)

2. Before you read…
 Be prepared to self-reflect during this chapter
 Remind yourself of the leaders who have come and
gone in your various organizational experiences
 Consider the industry you will enter after
graduation—what expectations exist for leaders?

3. Leadership as a process
 Leadership is interactional, contextual, and is a process
(not a trait someone has)
 Various elements help leadership emerge
 A leader is a person who takes charge of the situation and
influences the attitudes and actions of others
 They don’t always have the title of leader
 They see a need and possible answers, and then voice their ideas
 They influence the behavior of others
Think about it…
A ―manager‖ knows all of the policies and procedures and
does them correctly.
A ―leader‖ knows how to do the right thing even if it is not
spelled out in a manual

4. Situational Leadership
 Early research focused on the person and TRAITS he
or she had with the assumption that ―leaders are
born rather than made.‖
 Consistently, research focused on intelligence, dominance,
self-confidence, energy, activity, and task-related knowledge
 More recent research, SITUATIONAL leadership,
focuses on behavior, not traits. Behaviors are flexible
depending on the situation
 Leaders, it is assumed, have a ―leadership style‖

5. Successful Leadership
 Hersey & Blanchard (1988) found characteristics of
the followers are relevant to successful leadership
 Follower maturity
 Follower ability and willingness
 Leaders, then, adjust their behaviors based on the
group needs and situation (―styles‖)
 Telling - must tell followers how to do task
 Delegating – must give followers authority to carry out task
 Selling – must sell followers on the idea that they can do the
task
 Participating – must build relationships and share decision-
making

6. So what?
 What’s the big deal about these concepts?
 Leaders can CHANGE their styles of interacting with
followers by considering their ability and
involvement in the task. They will be more successful
as they assess and adapt to their followers.
 Responsive leaders, flexible leaders, are successful

7. Charismatic Leadership Theory
 House, 1977
 Charisma is the effect that a leader has on his or her
followers
 Followers identify with the leader
 The leader is able to communicate emotional involvement with
the organization’s mission
 Such leaders often have:
 Strong presence
 A desire to influence others
 Self-confidence
 Strong sense of one’s own moral values
 Goes beyond traits to behaviors

8. Transactional leaders Transformational leaders
 Focused on contingent
rewards
 Employs management by
exception-active or
management by exception-
passive
 The motivation of followers
takes place through a
system of rewards and
punishment based upon
performance that is
monitored
 Appeals to higher order
needs of followers
 Charisma (or ability to gain
trust, respect and
confidence from followers)
 Demonstrates idealized
influence (role model)
 Instills inspirational
motivation
 Intellectually stimulating
 Communicates concern for
his or her followers
Transformational Leadership

9. Relational Leadership Model
 Relationships are CENTRAL to an individual’s
success or failure as a leader
 Leaders must
 Create positive relationships with all levels of employees
 Central principles:
 Inclusiveness
 Empowerment
 Ethics
 Purposefulness
 Process-orientation
Think about it…
Do you feel these principles are
necessary? What thoughts do you
have on the role of relationships
in leadership?

10. Feminist Perspective
 Consider the influx of women into positions of higher
authority
 Socialization process begins in childhood. Factors such as family, culture, and social
factors influence the development of leadership capacity
 Tannen (1990) argued that women and men are socialized from early childhood
to engage in distinctively different communication styles with different purposes,
rules, and understandings of how to interpret interactions.
 These differences may lead to two different leadership models;
one based on masculine instrumentality and the other on
feminine collaboration.
 While both models possess usefulness to an organization,
many feminist scholars argue that the feminine model has
historically been rejected by male-dominated organizational
structuring processes.

11. Leadership as Serving
 Leadership as serving means ―doing things for others that
enable them to do their jobs; serving means taking
obstacles out of employees’ way rather than putting them
up‖ (Fine & Buzzanell, 2000, p. 131).
 Leaders who serve many might experience
 Hopefulness for fundamental change.
 Strength in the feminist vision.
 Watchfulness lest service become servitude.
 Humbleness in knowledge that the server is an instrument of
change.
 Wonderment at the passages of self, other, community, and
principal growth.

12. Responsibilities of Leaders
Leadership brings responsibility and expectations:
1. To act
2. To build a team
3. To ask the right questions and continue to search
for responses
4. To make effective decisions
5. To practice constant and continuous
communication
Consider what role POWER plays
in leadership.

13. Leaders as Change Agents
 Change agents are leaders who directly or indirectly
implement new processes, train employees on new policies
and procedures, and generally act as role models to
demonstrate different and better ways of working (Arrata,
Despierre, & Kumra, 2007).
Change agents are unique!
Can envision a future as no
others see it
Courage/confidence to gamble
with careers
Charisma, can create
excitement in others

14. Social Responsibility
 Organizations must now consider
social responsibilities—consumers
are demanding they are held
accountable
 Leaders are held accountable and
must live up to organization’s SR goals
Corporate social
responsibility is
defined by the
International
Organization for
Standardization as a
―balanced approach
for organizations to
address economic,
social, and
environmental issues
in a way that aims to
benefit people,
communities, and
society.‖
Think about it…
Explore examples in your text of the
fines, fraud, public relations issues, and
litigation…can you think of more
examples? What impact do these items
have on the organization, employees,
and leaders?

15. Passionate Leaders
 One critical aspect of outstanding leadership is
passion: passion for the job, passion for the
organization, passion for the people in the
organization.
 Leaders who don’t love what they are doing often fail
 We often choose to do what we love
Think about it…
Does passion really
matter? What do you
think?