Theories of Theories of LeadershipLeadership

Herman J. Suhendra, MAHerman J. Suhendra, MAMeeting 3 and 4Meeting 3 and 4

Part 1Part 1

What do we speak What do we speak about?about?

We’ll discuss on theoretical approaches We’ll discuss on theoretical approaches to leadership. But what for? to leadership. But what for?

1. To understand how the leader-follower 1. To understand how the leader-follower relation worksrelation works

2. To master important models of 2. To master important models of leadership, so that we can evaluate leadership, so that we can evaluate critically leadership practices we face in critically leadership practices we face in our society, family, workplace, campus our society, family, workplace, campus etc.etc.

3. To apply them in our organization.3. To apply them in our organization.

What is a Model?What is a Model? It is not the reality, but its It is not the reality, but its

miniature. With model man miniature. With model man tries to simplify the tries to simplify the complexity of the leader-complexity of the leader-follower interactions into a follower interactions into a miniature. miniature.

We need model to We need model to comprehend easily the comprehend easily the leader-follower relations. leader-follower relations.

Leadership approach is Leadership approach is model to explain how the model to explain how the leader-follower interaction leader-follower interaction looks like. looks like.

How Many Approaches?How Many Approaches? 1. Trait Approach1. Trait Approach 2. Style Approach2. Style Approach 3. Situational 3. Situational

ApproachApproach 4. Contingency Theory4. Contingency Theory 5. Path Goal Theory5. Path Goal Theory 6. Transactional 6. Transactional

LeadershipLeadership 7. Transformational 7. Transformational

LeadershipLeadership

8. Gender Approach8. Gender Approach 9. Psychodynamic 9. Psychodynamic

ApproachApproach 10. Leader Member 10. Leader Member

Exchange TheoryExchange Theory 11. Popular Approach11. Popular Approach

1. Trait Approach1. Trait Approach This classical approach tries This classical approach tries

to explain the reason why to explain the reason why someone becomes a leader someone becomes a leader and find the answers in the and find the answers in the character or trait. There are character or trait. There are leadership traits that can be leadership traits that can be traced through the traced through the biography of a leader. biography of a leader.

So, it is very common So, it is very common approach to say that approach to say that someone who leads the someone who leads the others is born as a leader. others is born as a leader. Leaders are born, not made Leaders are born, not made – is the quintessence of – is the quintessence of trait approach. trait approach.

How does this approach How does this approach work?work?

The central concern of trait approach is the The central concern of trait approach is the personality of the leaderpersonality of the leader. The situation and . The situation and the follower are not seen as determining the follower are not seen as determining factors in leadership. By analyzing her or factors in leadership. By analyzing her or his traits we can identify, if someone is the his traits we can identify, if someone is the right person to lead the others or not. right person to lead the others or not.

Trait analysis consists of the identification Trait analysis consists of the identification of the strengths and the weaknesses of the of the strengths and the weaknesses of the personality of the leader. So, we apply this personality of the leader. So, we apply this approach, when we read the biography of approach, when we read the biography of a leader and formulate his character. a leader and formulate his character.

Only Example….Only Example….Stogdill’s Research Stogdill’s Research

(1974(1974)) AchievementAchievement PersistencePersistence InsightInsight InitiativeInitiative Self-confidenceSelf-confidence ResponsibilityResponsibility CooperativenessCooperativeness ToleranceTolerance InfluenceInfluence SociabilitySociability

Kirpatrick’s Research Kirpatrick’s Research (1991)(1991)

DriveDrive MotivationMotivation IntegrityIntegrity ConfidenceConfidence Cognitive AbilityCognitive Ability Task KnowledgeTask Knowledge

How is character built?How is character built?Through the process of habituation:Through the process of habituation: 1. A repeated 1. A repeated actionaction will be a habit. For example, a will be a habit. For example, a

successful stealing is tend to be done more and successful stealing is tend to be done more and more. more.

2. An unstopped 2. An unstopped habit habit shows behavioral shows behavioral phenomenon. If stealing becomes routine, one phenomenon. If stealing becomes routine, one cannot control himself to steal. It becomes a need.cannot control himself to steal. It becomes a need.

3. 3. BehaviorBehavior that continue to exist crystallizes into that continue to exist crystallizes into inner attitude. Stealing as a way of life.inner attitude. Stealing as a way of life.

4. This 4. This attitudeattitude can be a character, if it isn’t can be a character, if it isn’t corrected.corrected.

5. And fixed 5. And fixed charactercharacter contributes the contributes the fatefate of the of the person. person.

Criticisms…Criticisms… The individual doesn’t become a leader The individual doesn’t become a leader

solely because of his or her traits. In solely because of his or her traits. In reality certain traits are relevant only to reality certain traits are relevant only to

certain situations in which the certain situations in which the leadership functions effectively. In the leadership functions effectively. In the

other situation those traits are not other situation those traits are not relevant. relevant.

For example: ‘Dominance’ (of the For example: ‘Dominance’ (of the leader) is a trait one doesn’t wish in the leader) is a trait one doesn’t wish in the

participative leadership. But it is participative leadership. But it is necessary in the directive leadership.necessary in the directive leadership.

2. Style Approach2. Style Approach Style approach still focuses on the leader, but Style approach still focuses on the leader, but

not on his personality or traits. It focuses on not on his personality or traits. It focuses on his or her behavior. Whereas traits are his or her behavior. Whereas traits are something innate in the personality, behavior something innate in the personality, behavior is something that can be learned, trained and is something that can be learned, trained and changed. So, the style approach assumes that changed. So, the style approach assumes that leaders are made. We can develop ourselves leaders are made. We can develop ourselves as a leader, e.g., through trainings or as a leader, e.g., through trainings or experiences. experiences.

Like the swimming styles we can choose our Like the swimming styles we can choose our leadership style and train ourselves to master leadership style and train ourselves to master this style. this style.

Leadership StylesLeadership Styles If we observe the organizational If we observe the organizational

practice of leadership, we can find practice of leadership, we can find two kinds of leader: the one who two kinds of leader: the one who stresses the tasks accomplishment stresses the tasks accomplishment and the other who concerns for and the other who concerns for relationship between him self and his relationship between him self and his followers. So, we can differ two kind followers. So, we can differ two kind of concerns: (1) Concern of people; of concerns: (1) Concern of people; and (2) Concern of Results. and (2) Concern of Results.

Five Styles…Five Styles… 1. 1. Authority Compliance ManagementAuthority Compliance Management: :

leaders who emphasis on task and job leaders who emphasis on task and job requirements practice this style. He doesn’t requirements practice this style. He doesn’t so much take care on communication with his so much take care on communication with his followers except for instructing them to fulfill followers except for instructing them to fulfill their jobs. We can call his style ‘controlling’, their jobs. We can call his style ‘controlling’, ‘demanding’, ‘overpowering’ etc. ‘demanding’, ‘overpowering’ etc.

2. 2. Country Club ManagementCountry Club Management: leaders who : leaders who apply this style in their leadership prefer to apply this style in their leadership prefer to communicate and build relationship with communicate and build relationship with their followers. They have (very) low concern their followers. They have (very) low concern for tasks. But they try to create a positive for tasks. But they try to create a positive atmosphere to develop the interpersonal atmosphere to develop the interpersonal relationship. This style supports pro-social relationship. This style supports pro-social behavior. behavior.

More….More…. 3. 3. Impoverished ManagementImpoverished Management: Some leaders : Some leaders

are indifferent with tasks and persons of are indifferent with tasks and persons of their followers. They make distances from their followers. They make distances from their people. One calls this style in French their people. One calls this style in French “laissez faire” (indifference or ‘I don’t care “laissez faire” (indifference or ‘I don’t care Style’). We can also call it ‘zero Style’). We can also call it ‘zero management’, because leader in this style management’, because leader in this style doesn’t try to influence people and stay doesn’t try to influence people and stay passive.passive.

4. 4. Middle of the road managementMiddle of the road management: If we : If we observe leader’s behavior that has an observe leader’s behavior that has an intermediate concern for people and an intermediate concern for people and an intermediate concern for duties, we find the intermediate concern for duties, we find the application of this style in his leadership. application of this style in his leadership. Many of us practice such a leadership style. Many of us practice such a leadership style.

More…More… 5. 5. Team managementTeam management: This style is : This style is

ideal. It combines maximal task-ideal. It combines maximal task-oriented and people-oriented behavior oriented and people-oriented behavior of a leader. Leaders with this style of a leader. Leaders with this style promote participation and teamwork promote participation and teamwork in the organization. They try to touch in the organization. They try to touch the heart of their people and in the the heart of their people and in the same time motivate them to reach same time motivate them to reach the goals of the organization. the goals of the organization.

There are still two Styles…There are still two Styles… 6. 6. Paternalism/MaternalismPaternalism/Maternalism: Leaders who : Leaders who

have concern for people or for tasks but they have concern for people or for tasks but they emphasis on loyalty and obedience of their emphasis on loyalty and obedience of their followers exercise paternalistic leadership followers exercise paternalistic leadership style. If they acts gracious but do so for the style. If they acts gracious but do so for the purpose of goal accomplishment, their style purpose of goal accomplishment, their style is called “benevolent dictatorship”. is called “benevolent dictatorship”.

7. 7. OpportunismOpportunism: The opportunistic style is : The opportunistic style is practice by leaders who use any practice by leaders who use any combination of the basic five styles for the combination of the basic five styles for the purpose of personal advancement. They purpose of personal advancement. They jump from one style to the other to take jump from one style to the other to take advantage from the opportunity. advantage from the opportunity.

CriticismCriticism It is difficult to find an universal style It is difficult to find an universal style

that can be effective in almost every that can be effective in almost every situation. So, this approach cannot situation. So, this approach cannot ignore the role of situation to ignore the role of situation to determine the effectiveness of a determine the effectiveness of a style. Style alone cannot help us to style. Style alone cannot help us to know how a leadership can be know how a leadership can be effective. effective.

3. Situational Approach3. Situational Approach To overcome the weaknesses of the To overcome the weaknesses of the

former approaches this approach former approaches this approach combines both leadership style and combines both leadership style and leadership situation. According to this leadership situation. According to this approach different situations demand approach different situations demand different kind of leadership. different kind of leadership.

So, an effective leader is an individual So, an effective leader is an individual who can adapt his or her style to who can adapt his or her style to demands of different situations. demands of different situations.

““Situation” – In what sense?Situation” – In what sense? Certainly there are many situations like Certainly there are many situations like

educational, familial, financial, social, educational, familial, financial, social, political situation. But the situational political situation. But the situational approach reduces the complexity of situation approach reduces the complexity of situation into two basic variable: (1) commitment and into two basic variable: (1) commitment and (2) competence of the followers. With (2) competence of the followers. With situation it means “the follower situation”. situation it means “the follower situation”.

Commitment is motivation, concern, Commitment is motivation, concern, involvement etc, whereas competence is involvement etc, whereas competence is skill, eloquence, virtue, talent, etc.skill, eloquence, virtue, talent, etc.

In this approach the counterpart of situation In this approach the counterpart of situation is the style of leadership. is the style of leadership.

Which Situation?Which Situation? The first situationThe first situation: The followers are low in : The followers are low in

competence, but they have high commitment. competence, but they have high commitment. The new employees show us this attitude. The new employees show us this attitude.

The second situationThe second situation: If they have achieved : If they have achieved some competence, but their commitment start to some competence, but their commitment start to lost their initial motivation, they are in this lost their initial motivation, they are in this second situation.second situation.

The third situationThe third situation: In this situation the : In this situation the followers lack commitment, but their moderate to followers lack commitment, but their moderate to high competence. They have skill but don’t have high competence. They have skill but don’t have enough confidence to accomplish the tasks. enough confidence to accomplish the tasks.

The fourth situationThe fourth situation: The followers who have a : The followers who have a high degree of commitment and competence to high degree of commitment and competence to their jobs are in this situation. their jobs are in this situation.

And which leadership And which leadership style?style?

1. If the followers are in the first situation, the 1. If the followers are in the first situation, the leader must take leader must take the directing stylethe directing style, i.e. instructs , i.e. instructs and directs them to achieve the goals of and directs them to achieve the goals of organization. organization.

2. 2. The coaching styleThe coaching style must be applied in the must be applied in the second situation. The leader trains the followers second situation. The leader trains the followers to develop their competence and to maintain to develop their competence and to maintain their initial commitment.their initial commitment.

3. But if the followers are in the third situation, 3. But if the followers are in the third situation, the leader must apply the leader must apply the supporting stylethe supporting style. He . He gives them moral supports and value orientation. gives them moral supports and value orientation.

4. And finally, 4. And finally, the delegating stylethe delegating style must be taken must be taken for the fourth situation, because the followers are for the fourth situation, because the followers are already mature in the leadership participation. already mature in the leadership participation.

Styles in Situational Styles in Situational ApproachApproach

SupportingSupporting(for low commitment (for low commitment but moderate till high but moderate till high competence competence followers)followers)

CoachingCoaching(for low commitment (for low commitment and middle and middle competence competence followers)followers)

DelegatingDelegating(for high commitment (for high commitment and high competence and high competence follower)follower)

DirectingDirecting(for high commitment (for high commitment but low competence but low competence followers)followers)

Leadership DynamicLeadership Dynamic The situational approach tries to describe The situational approach tries to describe

the leadership development. Leadership the leadership development. Leadership isn’t static, but dynamic. The purpose of isn’t static, but dynamic. The purpose of every leadership dynamic is every leadership dynamic is the maturity the maturity and autonomyand autonomy of the followers. They of the followers. They become mature, if they have high degree of become mature, if they have high degree of competence and commitment, so that the competence and commitment, so that the leader leader delegatesdelegates tasks to them. We call tasks to them. We call someone mature follower, if he participates someone mature follower, if he participates actively and critically in the leadership actively and critically in the leadership process and accomplishes tasks by him self process and accomplishes tasks by him self without direction of the other. He isn’t mere without direction of the other. He isn’t mere a subordinate, but a a subordinate, but a partner of the leaderpartner of the leader. .

CriticismCriticism It isn’t clear enough how to combine It isn’t clear enough how to combine

‘competence’ with ‘commitment’ in ‘competence’ with ‘commitment’ in this approach. In reality the leader this approach. In reality the leader must combine some styles to face a must combine some styles to face a situation. situation.

Discussion - CaseDiscussion - Case Because of a new and very important Because of a new and very important

unit project, for the past 3 months you unit project, for the past 3 months you have made sure that your staff have made sure that your staff understood their responsibilities and understood their responsibilities and expected level of performance, and expected level of performance, and you have supervised them closely. Due you have supervised them closely. Due to some project setbacks recently, your to some project setbacks recently, your staff has become somewhat staff has become somewhat discouraged. Their morale has dropped discouraged. Their morale has dropped and so has their performance.and so has their performance.

Which style is this?Which style is this? 1. Continue to direct and closely supervise 1. Continue to direct and closely supervise

their performance (…….)their performance (…….) 2. Give the group more time to overcome 2. Give the group more time to overcome

the setbacks but occasionally check their the setbacks but occasionally check their progress (….)progress (….)

3. Continue to define group activities, but 3. Continue to define group activities, but involve them more in decision making and involve them more in decision making and incorporate their ideas (…)incorporate their ideas (…)

4. Participate in their problem solving 4. Participate in their problem solving activities and encourage and support their activities and encourage and support their efforts to overcome the project setbacks (…)efforts to overcome the project setbacks (…)

4. Contingency Theory4. Contingency Theory““Contingency” means ‘relativity’. Contingency” means ‘relativity’.

So, the leadership’s effectiveness So, the leadership’s effectiveness is relative to context or situation. is relative to context or situation. This approach differentiates This approach differentiates more elements of situation that more elements of situation that cannot be found in the cannot be found in the situational approach.situational approach.

How does it work?How does it work? The contingency theory describes the The contingency theory describes the

correlation between leadership styles and correlation between leadership styles and situational variables.situational variables.

1. The leadership styles are described as 1. The leadership styles are described as ‘task-motivated’ or ‘relationship-‘task-motivated’ or ‘relationship-motivated’. They can be measured with motivated’. They can be measured with ‘the Least Preferred Co-worker (LPC) ‘the Least Preferred Co-worker (LPC) Scale’. Leaders who score high on this Scale’. Leaders who score high on this scale are relationship-motivated, whereas scale are relationship-motivated, whereas those who score low are task-motivated. those who score low are task-motivated.

Then…Then… 2. Situational Variables consist of the 2. Situational Variables consist of the

following elements:following elements: A. leader-member relation: refers to the A. leader-member relation: refers to the

group atmosphere, loyalty, confidence group atmosphere, loyalty, confidence etc.etc.

B. task structure: refers to clearness of B. task structure: refers to clearness of the details of the tasksthe details of the tasks

C. position power: refers to the amount C. position power: refers to the amount of authority of the leader.of authority of the leader.

5. Path-Goal Theory5. Path-Goal Theory One of the important aspects of One of the important aspects of

leadership is goal attainment. The path leadership is goal attainment. The path goal theory is a model that describes goal theory is a model that describes the function of a leader as a person who the function of a leader as a person who sets goals for his followers in the sets goals for his followers in the organization. organization.

The word “path” refers to the “way” The word “path” refers to the “way” through which the organization attains through which the organization attains its goals.its goals.

The role of a leader in this approach is The role of a leader in this approach is to break the hindrances in the path to to break the hindrances in the path to the goals and to motivate the followers the goals and to motivate the followers to attain the goals. to attain the goals.

Leader’s Role…Leader’s Role… 1. To set the direction of organization1. To set the direction of organization 2. To motivate the followers to attain 2. To motivate the followers to attain

the goals of the organizationthe goals of the organization 3. To eliminate the hindrance to goal 3. To eliminate the hindrance to goal

attainment.attainment.

The Styles taken by the The Styles taken by the leaderleader

In order to be able to fulfill the In order to be able to fulfill the leadership’s role, a leader in this leadership’s role, a leader in this approach can take the following styles:approach can take the following styles:

1. He can be directive leader1. He can be directive leader 2. Or his style can be supportive2. Or his style can be supportive 3. Participative style also can be taken 3. Participative style also can be taken 4. Or he can take an achievement-4. Or he can take an achievement-

oriented style. oriented style.

Path-goal LeadershipPath-goal Leadership From the standpoint of path-goal From the standpoint of path-goal

theory we can say that an effective theory we can say that an effective leadership should concern not only on leadership should concern not only on follower’s situation, but also on the follower’s situation, but also on the clearness of the goals set by the clearness of the goals set by the leader. leader.

In this sense a leadership is an ability In this sense a leadership is an ability to determine the goal and to realize it to determine the goal and to realize it by eliminating the hindrances on the by eliminating the hindrances on the path to the goal and by motivating path to the goal and by motivating the follower to attain the goal.the follower to attain the goal.

Leadership ProjectLeadership Project

Please, join to your team and discuss to Please, join to your team and discuss to formulate the project-proposal of your team.formulate the project-proposal of your team.

6. Transactional Leadership6. Transactional Leadership Transactional leadership is a model Transactional leadership is a model

that views the leadership process like that views the leadership process like business interaction or transaction. business interaction or transaction.

The term ‘transaction’ refers to a form The term ‘transaction’ refers to a form of social interaction that is based on of social interaction that is based on the exchange process. In the market the exchange process. In the market people exchange money with things. people exchange money with things. So, we can see also the interaction So, we can see also the interaction between a leader and his follower as a between a leader and his follower as a process of transaction. process of transaction.

What happens in the What happens in the transaction?transaction?

Someone gives money to the other Someone gives money to the other and gets things, e.g. a house, a car, a and gets things, e.g. a house, a car, a hand phone etc. hand phone etc.

1. There is an equal position between 1. There is an equal position between people who make the transactionpeople who make the transaction

2. Everyone in the transaction wishes 2. Everyone in the transaction wishes that it is a fair process.that it is a fair process.

3. There is a certain distance between 3. There is a certain distance between people that involve in the transaction; people that involve in the transaction; they are mediated by respect each they are mediated by respect each other. other.

Businesslike LeadershipBusinesslike LeadershipIf a leader applies transactional exchange If a leader applies transactional exchange

in his relation to his followers, his in his relation to his followers, his leadership is a transactional one. So, like leadership is a transactional one. So, like in business:in business:

1. The leader gives promises to his 1. The leader gives promises to his followerfollower

2. And the follower gives him loyalty.2. And the follower gives him loyalty.So, there is an exchange between So, there is an exchange between

promises and loyalty. promises and loyalty.

An ExampleAn Example In USA like in the other democratic In USA like in the other democratic

countries candidates of president countries candidates of president during the campaign promise programs during the campaign promise programs of their government. The people choose of their government. The people choose one of the candidates and control the one of the candidates and control the

accomplishment of the promised accomplishment of the promised program. program.

If a president chosen by the people If a president chosen by the people democratically doesn’t keep his democratically doesn’t keep his

promises, the people can take away promises, the people can take away their loyalty to him. their loyalty to him.

In this way a certain transactional In this way a certain transactional condition is created.condition is created.

7. Transformational 7. Transformational LeadershipLeadership

There are some differences between There are some differences between transactional and transformational transactional and transformational leadership. Whereas in transactional leadership. Whereas in transactional leadership the personal influence of leadership the personal influence of leader is minimal, in transformational his leader is minimal, in transformational his influence is very central for the direction influence is very central for the direction and interaction in the organization. and interaction in the organization.

We can say that the transactional We can say that the transactional leadership is more managerial in its leadership is more managerial in its nature. nature.

Look at these differences!Look at these differences!Transactional Transactional

LeadershipLeadership 1. Exchange of 1. Exchange of

effort and result effort and result between leader between leader and his followersand his followers

2. Contractual and 2. Contractual and egalitarian relationegalitarian relation

3. Loyalty and trust3. Loyalty and trust

Transformational Transformational LeadershipLeadership

1. Leader give 1. Leader give direction and direction and influenc influenc

2. Paternalistic and 2. Paternalistic and non egalitarian non egalitarian relationrelation

3. Leader’s charisma 3. Leader’s charisma is very importantis very important

Four Factors in Four Factors in transformational leadershiptransformational leadership

A transformational leader, i.e. a leader A transformational leader, i.e. a leader who will create changes, must who will create changes, must develop these four leadership’s develop these four leadership’s factors:factors:

1.1. Idealized influence or charismaIdealized influence or charisma2.2. Inspirational motivationInspirational motivation3.3. Intellectual stimulationIntellectual stimulation4.4. Individual considerationIndividual consideration

8. Team Leadership Theory8. Team Leadership Theory Recent researches in leadership focus on the Recent researches in leadership focus on the

interaction between leader and his follower interaction between leader and his follower in organizational context or work teams. in organizational context or work teams. Many leadership trainings try to develop Many leadership trainings try to develop team leadership, I.e. leadership in team. team leadership, I.e. leadership in team.

““Team” is an organizational group composed Team” is an organizational group composed of member who are interdependent, who of member who are interdependent, who sahre common goals, and who must sahre common goals, and who must coordinate their activities to accomplish coordinate their activities to accomplish these goals.these goals.

Some Examples of TeamSome Examples of Team There are many kind of team such as:There are many kind of team such as: 1. Task forces1. Task forces 2. Work units2. Work units 3. Standing committees3. Standing committees 4. Quality teams4. Quality teams 5. Improvement teams5. Improvement teams 6. Verification teams6. Verification teams 7. Foot ball teams….etc.7. Foot ball teams….etc.

The Mediator Role of a The Mediator Role of a LeaderLeader

A team leader isn’t a dictator or a A team leader isn’t a dictator or a paternalistic leader who dominates his paternalistic leader who dominates his followers as a whole. As a leader he takes the followers as a whole. As a leader he takes the mediator’s role. He mediates the information mediator’s role. He mediates the information from outside to inside his team and from outside to inside his team and conversely. conversely.

The team’s members are competent people, The team’s members are competent people, and with their qualification a leader organizes and with their qualification a leader organizes and coordinates them to attain the goals of and coordinates them to attain the goals of the team. So, a team leader must mediate the team. So, a team leader must mediate among the group, the group’s actions and among the group, the group’s actions and performance outcomes.performance outcomes.

Which Functions?Which Functions? In a team the leader’s roles are:In a team the leader’s roles are: 1. To diagnose group deficiencies1. To diagnose group deficiencies 2. To take remedial action to correct 2. To take remedial action to correct

deficienciesdeficiencies 3. To forecast impeding 3. To forecast impeding

environmental changesenvironmental changes 4. To take preventive action in 4. To take preventive action in

response to environmental changesresponse to environmental changes

An Example…An Example… The group deficiencies of a football team The group deficiencies of a football team

like e.g. racial prejudice or drug abuse like e.g. racial prejudice or drug abuse must be (1) detected by the team leader. must be (1) detected by the team leader. He must (2) find the solution of the He must (2) find the solution of the problem like to train them the non racial problem like to train them the non racial team spirit or to resign the drug abuser. team spirit or to resign the drug abuser. The challenge from outside like the The challenge from outside like the progress of the rival must be calculated by progress of the rival must be calculated by him (3). And he must organize his member him (3). And he must organize his member to deal with the progress of the rival (4). to deal with the progress of the rival (4).

The results of team The results of team leadershipleadership

An experience of working in a team An experience of working in a team can develop the following conditions can develop the following conditions for its members:for its members:

1. They get some competences1. They get some competences 2. There are collaborative climate 2. There are collaborative climate

among themamong them 3. The get standards of excellence3. The get standards of excellence 4. Or they get external support.4. Or they get external support.

9. Psychodynamic Approach9. Psychodynamic Approach Leadership isn’t only organizational or Leadership isn’t only organizational or

structural matter, but also something that structural matter, but also something that develops through education and develops through education and upbringing in the family. There is upbringing in the family. There is psychological background of the psychological background of the leadership’s traits or even leadership’s leadership’s traits or even leadership’s style of a leader. style of a leader.

The psychodynamic approach tries to The psychodynamic approach tries to reveal the correlation between that reveal the correlation between that psychological background and someone’s psychological background and someone’s leadership. leadership.

The Origin of Trait or StyleThe Origin of Trait or Style According to this approach leadership trait or According to this approach leadership trait or

style originates in familial context of a person:style originates in familial context of a person: 1. Highly authoritarian parents induce a very 1. Highly authoritarian parents induce a very

submissive or a very resistant attitude in the submissive or a very resistant attitude in the child. The individual who develops his child. The individual who develops his personality in such context can be either an personality in such context can be either an autocrat or an revolutionary type of person.autocrat or an revolutionary type of person.

2. A laissez faire parent is possibly the origin of 2. A laissez faire parent is possibly the origin of a leader who has no clear value orientations. a leader who has no clear value orientations.

And The Followers…And The Followers… It depends on the familial background It depends on the familial background

that the followers may react to a leader that the followers may react to a leader in the following ways:in the following ways:

1. Dependent (from the authoritarian 1. Dependent (from the authoritarian parents)parents)

2. Counterdependent (also from the 2. Counterdependent (also from the authoritarian parents) authoritarian parents)

3. Independence (from moderate 3. Independence (from moderate parents)parents)

““Shadow Self”Shadow Self” According to C.G. Jung we have According to C.G. Jung we have

unacceptable and denied part of our unacceptable and denied part of our personality. We repress it into our sub- personality. We repress it into our sub- consciousness. It functions as our shadow consciousness. It functions as our shadow self. self.

Someone who thinks himself as a weak Someone who thinks himself as a weak person to his wife rejects this self image person to his wife rejects this self image and behaves contrarily as a strong leader and behaves contrarily as a strong leader in his office. He represses his shadow self, in his office. He represses his shadow self, but this part of his personality expresses it but this part of his personality expresses it self as the adversary form. self as the adversary form.

Transactional AnalysisTransactional Analysis Eric Berne analyses that our ego has Eric Berne analyses that our ego has

three states: Parent-Adult-Child, and in three states: Parent-Adult-Child, and in the communication we relate one of the communication we relate one of these states to the ego’ state of the these states to the ego’ state of the other person. other person.

1. An authoritarian leader tends to 1. An authoritarian leader tends to relate his parent state to the child state relate his parent state to the child state of his followers. of his followers.

2. An egalitarian leader relates his adult 2. An egalitarian leader relates his adult state to the adult state of the other. state to the adult state of the other.

Ego StatesEgo States

Parent

Adult

Child

Parent

Adult

Child

Authoritarian Leader

Egalitarian Leader

CriticismCriticism Many studies in psychodynamic approach base Many studies in psychodynamic approach base

on psychoanalysis (Freud) that is based on the on psychoanalysis (Freud) that is based on the clinical observation of persons with clinical observation of persons with psychopathologies. So, this approach develops psychopathologies. So, this approach develops a model of leadership that explains the origin of a model of leadership that explains the origin of abnormal behavior of a leader.abnormal behavior of a leader.

There are of course the other more positive There are of course the other more positive views of leadership that come from the other views of leadership that come from the other psychological approaches like humanistic psychological approaches like humanistic psychology (Maslow, Rogers etc.)or logotherapy psychology (Maslow, Rogers etc.)or logotherapy (Frankl). In this model leadership is a process of (Frankl). In this model leadership is a process of self actualization of a human person. self actualization of a human person.

10. Gender Approach10. Gender Approach ““Gender” is the difference between Gender” is the difference between

male and female insofar it is male and female insofar it is symbolized by the culture and symbolized by the culture and society. E.g. the traditional value that society. E.g. the traditional value that views that women work in private views that women work in private sphere (at home) is not a sexual, but sphere (at home) is not a sexual, but a gender problem. a gender problem.

If so, leadership can be seen as a If so, leadership can be seen as a gender problem, because leadership gender problem, because leadership is a social and culture interaction.is a social and culture interaction.

Do Women lead differently? Do Women lead differently? Feminist leadership perspectives try to proof Feminist leadership perspectives try to proof

that women feel more comfortable in the work that women feel more comfortable in the work environment that has interactive climate. They environment that has interactive climate. They lead in a different way like:lead in a different way like:

1. Using consensual decision making1. Using consensual decision making 2. Viewing power as something to be shared2. Viewing power as something to be shared 3. Encouraging productive approaches to 3. Encouraging productive approaches to

conflictconflict 4. Building supportive working environments4. Building supportive working environments 5. Promoting diversity in the workplace 5. Promoting diversity in the workplace

Feminine View of PowerFeminine View of Power Masculine concept of power understands Masculine concept of power understands

power as something we have “over” power as something we have “over” other people. Power is something to other people. Power is something to

control or dominate the others. control or dominate the others. But feminine perspective views power not But feminine perspective views power not

as domination or control but as source of as domination or control but as source of synergy and collaboration. Power is not synergy and collaboration. Power is not “over”, but “with” others. So, it can be “over”, but “with” others. So, it can be

understood not in hierarchical terms but understood not in hierarchical terms but in relational terms. in relational terms.

DifferencesDifferencesMasculine PerspectiveMasculine Perspective Hierarchical Hierarchical

structure of powerstructure of power Control and Control and

dominationdomination Conflict as Conflict as

threateningthreatening

Support competitionSupport competition

Feminine PerspectiveFeminine Perspective Web-structure of Web-structure of

powerpower Sharing and chareSharing and chare

Conflict as a step Conflict as a step to cooperationto cooperation

Support Support collaboration collaboration

11. Popular Approach11. Popular Approach Leadership is a growing popular Leadership is a growing popular

theme in seminars or literatures. The theme in seminars or literatures. The former approaches have a strictly former approaches have a strictly academic audience. But the popular academic audience. But the popular approach tries to communicate the approach tries to communicate the ‘leadership wisdoms’ with popular ‘leadership wisdoms’ with popular use of language. use of language.

The CharacteristicsThe Characteristics 1. Popular approach has applied and pragmatic 1. Popular approach has applied and pragmatic

orientation to leadership. The writers or orientation to leadership. The writers or speakers in this approach communicate with speakers in this approach communicate with anecdotes, simple cases and interesting anecdotes, simple cases and interesting illustrations. illustrations.

2. This approach tends to give practical advises 2. This approach tends to give practical advises and formulas for success. and formulas for success.

3. The term ‘leadership’ is defined broadly. So, 3. The term ‘leadership’ is defined broadly. So, leadership is not only a matter of office leadership is not only a matter of office organization, but also of personality and organization, but also of personality and attitude. attitude.

The General ThemesThe General Themes 1. Servant-Leader Paradigm: Following the 1. Servant-Leader Paradigm: Following the

biblical wisdom some writers like R.K. biblical wisdom some writers like R.K. Greenleaf stresses the idea of the leader as Greenleaf stresses the idea of the leader as a servant.a servant.

2. Spiritual-Ethical Orientation: Writer like C. 2. Spiritual-Ethical Orientation: Writer like C. Lowney is inspired by the spirituality of the Lowney is inspired by the spirituality of the religious order in the roman catholic church. religious order in the roman catholic church.

3. Empowerment of Followers: The role of a 3. Empowerment of Followers: The role of a leader as a person who encourages others is leader as a person who encourages others is the central theme for many popular writers. the central theme for many popular writers.

Some Writers…Some Writers… 1. Robert K. Greenleaf, Servant Leadership: 1. Robert K. Greenleaf, Servant Leadership:

A Journey Into the Nature of Legitimate A Journey Into the Nature of Legitimate Power and Greatness, 1977Power and Greatness, 1977

2. Chris Lowney, Heroic Leadership, 20032. Chris Lowney, Heroic Leadership, 2003 3. Stephen Covey, Seven Habits, 19893. Stephen Covey, Seven Habits, 1989 4. Burt Nanus, Visionary Leadership4. Burt Nanus, Visionary Leadership Daniel Gole Man, Primal Leadership, 2002Daniel Gole Man, Primal Leadership, 2002