Introduction
Leadership is the focus of most of the other areas of organizational behavior
Joseph Campbell & George Lucas
Lucas had read The Hero with a Thousand Faces while working on the script of the
first of the Star Wars movies, and had gone on to read the Masks of God and other
writings. When Star Wars debuted in 1977, it followed the Hero very closely.
Monomyth
This fundamental structure contains a number of
stages, which include:
(1) a call to adventure, which the hero has to accept or
decline,
(2) a road of trials, regarding which the hero succeeds or
fails,
(3) achieving the goal or "boon," which often results in
important self-knowledge,
(4) a return to the ordinary world, again as to which the
hero can succeed or fail, and finally,
(5) application of the boon in which what the hero has
gained can be used to improve the world.
What is Leadership?
Has been controversial in terms of its definition
Leadership does remain pretty much of a
“black box,” or unexplainable concept.
One thing everyone can agree on…
Leadership DOES make a difference
What is Leadership?
Continued
Characteristics of managers versus leaders
Historically Important Studies on
Leadership - Iowa
Iowa leadership studies
Designed primarily to examine patterns of
aggressive behavior
Used scientific methodology
Demonstrated that different styles of
leadership can produce different reactions
from the same or similar groups
Laissez faire led group produced the greatest
number of aggressive acts
Historically Important Studies on
Leadership – Ohio State
Ohio State leadership studies
Started with the premise that no satisfactory
definition of leadership existed
The first study to point out and emphasize the importance of both task and human
dimensions in assessing leadership
Historically Important Studies on
Leadership - Michigan
Early Michigan leadership studies
Showed that supervisors of high producing groups
were more likely to have employee-centered and
general supervisory styles.
Showed that low producing groups had supervisors
with task-oriented and close supervisory styles.
Traditional Theories of Leadership
Trait theories of leadership – originally based on intelligence, now:
Five-factor model: “Big Five” personality
traits (extraversion has highest correlation)
From traits to states and skills development
Focused on skill development besides traits
Optimism, hope, resilience, EI, and selfefficacy
Traditional Theories of Leadership
Continued
Group and exchange theories of leadership
Followers’ impact on leaders
Leader-member exchange (LMX) model
(rewards vs. costs)
Traditional Theories of Leadership
Continued
Three domains of leadership
Leader-based
Follower-based
Relationship-based
Traditional Theories of Leadership
Continued
Contingency theory of leadership
Fielder’s contingency model of leadership
effectiveness
Leader-member relationship
Degree of task structure
Leader’s position power
Traditional Theories of Leadership
Continued
Fielder’s contingency model of leadership
effectiveness (continued)
Traditional Theories of Leadership
Continued
Contingency theory of leadership (continued)
Research support for the contingency model
Methodologically sound validation studies have on
the whole provided substantial support for the
theory
Fielder’s contingency theory in perspective
First highly visible leadership theory
Emphasized the importance of both the situation
and characteristics
Stimulated a great deal of research
Traditional Theories of Leadership
Continued
Path-goal leadership theory
Directive leadership
Supportive leadership
Participative leadership
Achievement-oriented leadership
Traditional Theories of Leadership
Continued
Path-goal leadership theory (continued)
Modern Theoretical Processes of
Leadership
Charismatic leadership theories
Modern Theoretical Processes of
Leadership Continued
Transformational leadership theory
Modern Theoretical Processes of
Leadership Continued
Social cognitive approach (reciprocal and continuous)
Modern Theoretical Processes of
Leadership Continued
Authentic leadership
Modern Theoretical Processes of
Leadership Continued
Leadership across cultures
Personal Values
Backgrounds of the managers
Interpersonal skills