Exam 4 Notes BA350 11/21/2017
Outline
What is leadership
4 components of leadership
Type I: Trait theories
Competency models
Success factors vs. derailers
Transactional vs. Transformational Leadership
Charismatic leadership
Authentic leadership
Leadership
“the art of getting someone to do something you want done b/c
s/he wants to do it”
“Leadership begins where management ends; where the systems of
rewards and punishments, control and scrutiny, give way to
innovation, individual character, and the courage of conviction”
Leadership is a paradigm shift in a way
We tend to get stuck in thinking about things a certain way
Leadership is a shift in thinking – having a mindset
It’s not about the position you hold, it’s about how you think about
things – looking into the future more
Leaders vs. Managers (look at chart)
Leaders – more about being active and personal, inspiration, more
long-term, about producing change, getting a direction established,
getting people to overcome things
Managers – more about being reactive and impersonal, more about
producing results, about consistency and stability
Leader: progress, change, movement
, Manager: consistency, stability, status quo
Need both! One or the other is not better
How executives in a Dozen Successful US Firms Rate the People in
their management hierarchies (look at chart!!!!)
4 Component Model of Leadership
Leadership characteristics and competencies
Knowledge of situation
Knowledge of and ability to work with others – need to understand
followers, peers, supervisors
Knowledge of self, self-awareness – strengths/weaknesses
Theory Types
Type I: traits and characteristics – about leaders traits and
characteristics
o Most important characteristic there is for a leader:
Honesty, competent, forward looking, inspiring,
intelligence, fair-minded, broad-minded, straight-
forward, imaginative, dependable, supportive,
courageous, caring, cooperative
Honesty is #1 because we want to trust them
o Theory only based on traits 3 critiques
If you're going to critique trait theory: doesn’t account
for behavior/other situations, etc.
Doesn’t tell us if there’s one characteristic all leaders
share – there aren’t any
We don’t know which characteristics are absolutely
needed and in what amount
Type II: behavioral theories – how they act
Type III: situational-trait theories – how they act in certain
situations
Type IV: – situational-behavior theories
, Leadership Quality for CEOs Around the World (IBM 2010)
Creativity (60%), Integrity (52%), Global thinking (35%), Influence
(30%), Openness, dedication, focus on sustainability
Study Findings Continues
Top business strategy in next 5-10 years – getting closer to the
customer
Competency Model
Factors: (e.g. thinking, implementation, strategic positioning, etc.)
(6-8 factors)
o Dimensions (e.g. decision making, motivating others,
championing change, etc.) (within each factor there are
dimensions) (20-30 dimensions)
Behaviors (within each dimension there are behaviors)
(hundreds)
Takes calculated risks as appropriate
Reduces redundancies
Gives compelling reasons for ideas
Trying to see if person is a good leader by displaying these behaviors
Used to select, develop people
Successful vs. Derailed Managers (CCL Research)
Successful: those who fill the top 10-20 positions in an organization
realize their potential
Derailed: managers who become stalled, plateau, demoted, or fired
The 2 are Amazingly Similar
o Bright
o Outstanding track records
o Ambitious,
, o Identified early
o Made sacrifices
Rarely derails managers
o Lack of technical/business/functional skills
o Lack of basic intelligence
Derailers
o Problems with interpersonal relationships
o Difficulty in molding a staff
Coaching them, getting them to do things
o Difficulty in making strategic transitions
Mergers, shifts in focus, etc.
o Untrustworthiness
o Overdependence
Transactional vs. Transformational Leaders
Transactional: uses formal rewards and punishments to manage
followers; focus on individual transactions
o You do X, I give you Y
o Use position power, reward power, legit power
Using power sources from their position
Transformational: inspires and excites followers to high levels of
performance; encompassing, transforming
o Use referent and maybe expert power
Transformational Leadership Factors (not in book) – 4 factors
Outline
What is leadership
4 components of leadership
Type I: Trait theories
Competency models
Success factors vs. derailers
Transactional vs. Transformational Leadership
Charismatic leadership
Authentic leadership
Leadership
“the art of getting someone to do something you want done b/c
s/he wants to do it”
“Leadership begins where management ends; where the systems of
rewards and punishments, control and scrutiny, give way to
innovation, individual character, and the courage of conviction”
Leadership is a paradigm shift in a way
We tend to get stuck in thinking about things a certain way
Leadership is a shift in thinking – having a mindset
It’s not about the position you hold, it’s about how you think about
things – looking into the future more
Leaders vs. Managers (look at chart)
Leaders – more about being active and personal, inspiration, more
long-term, about producing change, getting a direction established,
getting people to overcome things
Managers – more about being reactive and impersonal, more about
producing results, about consistency and stability
Leader: progress, change, movement
, Manager: consistency, stability, status quo
Need both! One or the other is not better
How executives in a Dozen Successful US Firms Rate the People in
their management hierarchies (look at chart!!!!)
4 Component Model of Leadership
Leadership characteristics and competencies
Knowledge of situation
Knowledge of and ability to work with others – need to understand
followers, peers, supervisors
Knowledge of self, self-awareness – strengths/weaknesses
Theory Types
Type I: traits and characteristics – about leaders traits and
characteristics
o Most important characteristic there is for a leader:
Honesty, competent, forward looking, inspiring,
intelligence, fair-minded, broad-minded, straight-
forward, imaginative, dependable, supportive,
courageous, caring, cooperative
Honesty is #1 because we want to trust them
o Theory only based on traits 3 critiques
If you're going to critique trait theory: doesn’t account
for behavior/other situations, etc.
Doesn’t tell us if there’s one characteristic all leaders
share – there aren’t any
We don’t know which characteristics are absolutely
needed and in what amount
Type II: behavioral theories – how they act
Type III: situational-trait theories – how they act in certain
situations
Type IV: – situational-behavior theories
, Leadership Quality for CEOs Around the World (IBM 2010)
Creativity (60%), Integrity (52%), Global thinking (35%), Influence
(30%), Openness, dedication, focus on sustainability
Study Findings Continues
Top business strategy in next 5-10 years – getting closer to the
customer
Competency Model
Factors: (e.g. thinking, implementation, strategic positioning, etc.)
(6-8 factors)
o Dimensions (e.g. decision making, motivating others,
championing change, etc.) (within each factor there are
dimensions) (20-30 dimensions)
Behaviors (within each dimension there are behaviors)
(hundreds)
Takes calculated risks as appropriate
Reduces redundancies
Gives compelling reasons for ideas
Trying to see if person is a good leader by displaying these behaviors
Used to select, develop people
Successful vs. Derailed Managers (CCL Research)
Successful: those who fill the top 10-20 positions in an organization
realize their potential
Derailed: managers who become stalled, plateau, demoted, or fired
The 2 are Amazingly Similar
o Bright
o Outstanding track records
o Ambitious,
, o Identified early
o Made sacrifices
Rarely derails managers
o Lack of technical/business/functional skills
o Lack of basic intelligence
Derailers
o Problems with interpersonal relationships
o Difficulty in molding a staff
Coaching them, getting them to do things
o Difficulty in making strategic transitions
Mergers, shifts in focus, etc.
o Untrustworthiness
o Overdependence
Transactional vs. Transformational Leaders
Transactional: uses formal rewards and punishments to manage
followers; focus on individual transactions
o You do X, I give you Y
o Use position power, reward power, legit power
Using power sources from their position
Transformational: inspires and excites followers to high levels of
performance; encompassing, transforming
o Use referent and maybe expert power
Transformational Leadership Factors (not in book) – 4 factors
