• Maintain an active attitude toward the goal
• Achieve commitment from others through inspiration
• Plans are long term
• Project work revolves around changes through established direction
• Execution energizes people to overcome obstacles
• Outcomes have the potential of producing extremely useful change

• Attitude towards goals is reactive
• Achieves commitment through their position
• Planning is based relatively on a short term
• Project work produces predictable results
• Execution minimizes deviations from plan
• Focused on a degree of stability; consistently produces key results

Strong/Weak: Half say too few people are like this

Weak/Weak: Half say they have too many people like this

Strong/Strong: All report too few people in this quadrant

Weak/Strong: Nearly two-thirds report; too many people like this

• Type 1: Trait/Characteristics
• Type 2: Behavioral Theories (How they act)
• Type 3: Situational Trait Theories
• Type 4: Situational Behavior Theories

Physical Attributes;

• Height, weight, physique, energy, health, appearance and age

Personality Characteristics

• Originality, Adaptability, introversion/extroversion, dominance, self confidence, integrity, conviction, mood optimism and emotional control

LeaderAbilities

• Social skills, Inteligence, scholarship, speech, fluency, cooperativeness and insight

• Lewin Studies
• Ohio State Studies
• Michigan Studies

Autocratic; Directive, strong, and controlling in relationships. Runs the work environment with little discretion given to followers

Democratic; Collaborative, Responsive, and interactive in relationships emphasizing rules and regulations less than autocratic leaders. Followers get a high degree of discretionary influence

Laissez faire Style; A hands off approach of authority and responsibility which results in chaos. Causes role ambiguity for the followers due to leader's failure to define goals, responsibilities and outcomes leading to high interpersonal conflict

Ohio State Studies

(2 Dimensions of Behavioral Leadership)

Initiating Structure; Aimed at defining and organizing work relationships and roles as well as establishing clear patterns of organization

Consideration Structure; Aimed at nurturing friendly warm working relationships that encourage trust and interpersonal respect within the work unit

Michigan Studies

(Two Leadership Styles)

Production oriented; Characterized work environment with constant influence attempts on the part of the leader though close supervision with many written and unwritten rules. Concern for accomplishing task

Employee Oriented; Focuses on relationships with less supervision and establishes fewer rules and regulations. Concern for people and their needs

Fiedler's Contingency Theory

• Appropriate style for appropriate situation (if-then)
• Leaders are either task oriented or Relationship oriented
• Task Oriented; Accomplishing task and getting work done
• Relationship Oriented; Gratified by developing good comfortable interpersonal relationships
• LPC scale; Efficient -------Inefficient
• Cheerful-----Gloomy
• High LPC = relationship oriented
• Low LPC = Task Oriented 

Path Goal: Clear the follower's path to lead them to work and personal goals. (4 Styles)

- Directive Style; Used when leaders must give specific guidance about work tasks and schedule.

- Supportive Style; When leader needs to express concern for followers' well being

- Participative Style; When the leader must engage in joint decision making activities with followers

- Achievement Oriented Style; Used when the leader must set challenging goals 

• Creativity (60%)
• Integrity (52%)
• Global Thinking (35%) 
• Influence (30%)
• Openness (28%)
• Dedication (26%)
• Focus on Sustainability (26%)

Successful: Fill the top 10-20 positions in an organization; realize their potential

Derailed; Managers who become stalled, plateau, demoted or fired, get stuck on the bottom. 

- Have issues with interpersonal relationships, molding a staff and making strategic decisions.

- Can be untrustworthy and overdependent on their boss

Both: Are bright, have outstanding track records, ambitious, and have made sacrifices

Transactional Managers; Use formal rewards and punishments to manage followers; focus on individual transactions

Ex) If you do "x" then I will give you "y"

Transformational Leaders; Inspire and excite followers to high levels of performance; encompassing and trasnforming

- Use referent and expert powers

Try to get employees to be the best they can

Uses personal abilities to produce profound and extraordinary effects on followers

Primary power: Referent

Situational Characteristics

- When there is a crisis there is a hunger for charisma

- Task interdependence; Easier to be seen as charismatic when there is a high level of interdependence

- Social Network; Transformational people do well with a large network of people