Midterm Final

Chapter 1: Understanding Leadership
OL140 Definition of Leadership: Leadership involves identifying a vision or goal and inspiring,
aligning, and motivating others to work with the leader to realize the goal. Leadership should
involve a relationship of mutual influence and respect between those in a leadership role and
followers.
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Leadership subjects
Anthropology
Business administration
Educational administration
Organizational behaviour
Philosophy
Political science
Public administration
Psychology
Sociology
Theology
Trait Approach (1900-1940s)

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great man theories

focuses on identifying innate qualities and characteristics by social, political, military
leaders
Dubbed the Great Man theories to reflect the early views that leadership was the
domain of men and marked by a mythical, heroic sense of destiny
Behaviour Approach (late 1930s)

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focus on behaviour: what leaders do and how they act

behaviour approach theories hit heyday in early 1960s
Situational Approach (1970s-1990s)

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different situations demand different kinds of leadership

path goal theory: leaders use employee motivation to enhance performance and
satisfaction
contingency theory: match between leaders style and specific situational variables
In a situation where individuals are very experienced at the task at hand, an effective
leader would know that they should not be directive and dictatorial rather supportive
and making sure that the people have the resources that they need to get the job done!
Relational approach (1990s)

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relations between leaders and followers

(LMK Theory)
predicts high quality relations generate more positive leader outcomes than low
quality relations
New leadership approach (began mid 1980s)

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generated visionary or charismatic leadership theories

transformational leadership: describes leadership as a process that changes people and
organizations
Leadership is a trait
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trait: distinguishing quality of an individual which is often inherited

each individual brings to the table certain qualities that influence the way they lead
follows belief leaders are born, not made
Leadership is an ability
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a person who has leadership ability is able to be a leader- have the capacity to lead
Leadership is a skill
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leadership is a competency developed to accomplish a task effectively

skilled leaders are competent people who know the means and methods for carrying
out their responsibilities
Leadership is a behaviour
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what leaders do when they are in a leadership role

how leaders act toward others in various situations
unlike traits, abilities and skills are observable
2 kinds of general behaviours: task behaviour and process behaviours
task: used by leaders to get job done
process: used by leaders to help people feel comfortable with other group members
and was situations
Leadership is a relationship
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centered on communication between leaders and followers rather than on unique

qualities of leader
leadership is an interactive event

has ethical overtone
Leadership is an influence process

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an individual influences a group of individuals to achieve a common goal

it is not a trait or an ability that resides in the leader, rather it is an interactive event that
occurs between the leader ad followers
leaders affect followers
leadership is about seeking constructive change
management is about establishing order
Chapter 2- Recognizing Your Traits

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Thomas Carlyle (Great Man Theory)

Personality research has identified the Big 5 personality variables neuroticism,
extraversion, openness, agreeableness and conscientiousness.
Kirkpatrick and Lockes List of Traits

1. Intelligence
Includes having good language, perceptual skills and reasoning ability
Makes people good thinkers and better leaders
2. Confidence
Confident people feel self assured and believe they can accomplish their goals
Feel sense of certainty and believe that they are doing the right thing
Feeling positive about oneself and ones ability to succeed
Can come from having a mentor
3. Charisma
Gets most attention
Refers to a leaders special magnetic charm and appeal
Special personality characteristic that gives leader the capacity to do
extraordinary things
Gives leader exceptional powers of influence
Serve as a strong role model
Show competence in every aspect of leadership
Articulate clear goals and strong values
Inspiration to others
Communicate high expectations for followers
4. Determination
Very focused and attentive to tasks
Now where they are going and how they are getting there
5. Sociability
Refers to a leaders capacity to establish pleasant social relationships
Good interpersonal skills and help to create cooperative relationships within
their work environments
6. Integrity
Characterizes leaders who possess the qualities of honesty and trustworthiness
Be trusted
good leaders are honest
demands being open with others and representing reality as fully and completely
as possible
the core of being a leader
George Washington (1732-1799)

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man of great integrity, virtuousness and wisdom
Winston Churchill (1974-1965)

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faced challenges and was not superior in personal life and education
emerged as a leader
he was very ambitious, but not out of self interest; he wanted what was right for others
Mother Teresa (1910-1997)

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care for the poor

true civil servant who was simultaneously determined and fearless, humble and spiritual
teaching by example with few words, she was a role model for others
Bill Gates (1955-)

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intelligent and visionary

task oriented and diligent, often working 12 or more hours a day to promote his interest
in software product development
focused and aggressive
Oprah Winfrey (1954-)

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most powerful and influential woman in the world

excellent communicator
intelligent and well read with a strong business sense
sincere, determined and inspirational
has a charismatic style that enables her to connect with people
Chapter 3- Engaging Peoples Strengths

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leaders must identify own strengths as ell as strengths of others and then use these to
make organizations and followers more efficient, productive, satisfied
strength: an attribute or quality of an individual that accounts for successful
performance
strengths are the ability to consistently demonstrate exceptional work
Gallup Organization: conducts research in other areas of social sciences (political

polling)
Study of peoples strengths
StrengthsFinder is one of the most widely used self assessment questionnaires in
the world and has been completed by more than 10 million people
Positive Psychology: the scientific study of what makes life most worth living
Focuses on individuals strengths and the factors that allow them to thrive
Gallup and the StrengthsFinder Profile
At its most basic level, the Strengths Finder approach suggests that if you possess an attribute
or quality and you expend effort to develop that attribute or quality, then you have the
potential to enhance that particular strength.
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Interviewed people about their strengths and what made them good at what they did
Goal was to identify qualities of high performing individuals
34 patterns or themes that they thought did the best job at explaining excelled
performance
identified themes of human talent, not strengths
from talents, strengths emerge
Talent x Investment= Strength
177 item questionnaire that identifies the areas where you have the greatest potential
to develop strengths finally figuring out 5 best talents
4 domains of leadership strengths
1. executing
2. influencing
3. relationship building
4. strategic thinking
Values in Action Institute and Inventory of Strengths

the Values in Action (VIA) inventory focuses more directly on an individuals character and how
individuals can become more virtuous. There are 24 strengths organized under 6 basic virtues.
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focused on what is best in people rather than their weaknesses and problems
reviewed philosophical and spiritual literature in different types of religion
identified 6 universal core virtures
1. courage
2. justice
3. humanity
4. temperance
5. transcendence
6. wisdom
represent basic structure around the values in action classification of character

strengths
include 24 strengths under those 6 virtues (pg.57)
Centre of Applied Positive Psychology and Realise2 Assessment
rather than focusing exclusively on the identification of a specific number of strengths,

these researchers created a dynamic model of strengths that emphasizes the changing
nature of strengths
strengths are more fluid than personality traits and can emerge over a lifetime through
the different situations we experience
1. performance- how good we are at doing something
2. energyhow much vitality we get out of it
3. use- how often we are able to do it
assesses 60 strengths in relationship to 3 dimensions of energy, performance and use
Realise2 quadrant model
1. Realized strengths
2. Unrealized strengths
3. Learned behaviour
4. Weaknesses
Realized strengths: personal attributes that represent our strongest assets
Unrealized strengths: personal attributes that are less visible
Learned behaviours: represent those ingrained things we have learned throughout our
life experiences
Weaknesses: limiting attributes
The model recommends that we try to moderate our use of learned behaviours and
minimize our use of our weaknesses
Discovering Your Strengths

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Requires you to concentrate on your positive attributes and those times when you feel
inspirited
Pay attention to successes rather than focusing on weaknesses and failures
Developing Your Strengths

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Acknowledge your strengths and be prepared to reveal them to others

Practice working consistently with others based on your strengths
Recognizing and Engaging the Strengths of Others

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Determine what followers are good at doing and help them do it
Individuals often become engaged and contribute positively to groups when they are
allowed to do what they are good at and feel comfortable doing
Fostering a Positive Strengths-Based Environment
Create and promote a positive work environment in which peoples strengths play an
integral role
Creating a positive climate by fostering empathy, compassion, forgiveness, and
gratitude.
Develop positive working relationships by having individuals focus on the positive
aspects of their co-workers, rather than focusing on criticism and the negatives.
Use positive communication approaches by offering words of encouragement and
support, rather than using criticism as the go to form of feedback and communication
with employees.
Create an awareness and understanding of the connection between an individuals
values and those of the organization. An interesting study by Kouzes and Posner
presented in their book The Leadership Challenge suggested that people who know
their values and those of the organization are among the most committed members of
the organization. So, if you are able to show how individuals how their values
(e.g., community development) align with one of the aspects of an organizations vision
and values (e.g., Timberland or Telus corporate social responsibility initiatives),
individuals will feel more engaged in their organization.
Chapter 4: Understanding Philosophy and Styles

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Philosophy of leadership: unique beliefs and attitudes about the nature of people and
the nature of work
McGregor: writer of The Human Side of Enterprise.
Believed that managers need to understand their core assumptions about
human nature and assess how these assumptios relate to their managerial
practice
Founder of Theory X and Theory Y
Some managers still operate under Theory X views. There are lots of reasons for the
presence of these behaviours, including the ideas that:
employees learned this approach from early work experiences with their first managers,
top management values a command and control style,
it is easier to keep managing as you have always done,
there is no incentive to change,
McGregor went on to suggest that maybe managements role in organizations and peoples
relationship to their work, their organization and management should be reconsidered.
Theory X
Made up of 3 assumptions about human nature and human behaviour, together they
represent a philosophy of leadership that many leaders exhibit to one degree or another
Assumption 1: the average person dislikes work and will avoid it if possible
Assumption 2: people need to be direct and controlled
Assumption 3: people want security, not responsibility
With this theory, leaders tend to view workers as lazy and uninterested in work because
they do not value it
Directive and controlling
Theory X leaders believe it is their role to motivate workers
Theory X workers have a need for leadership
Theory Y
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Assumption 1: the average person does not inherently dislike work. Doing work is as
natural as play (work is satisfying, not a punishment)
Assumption 2: people will show responsibility and self control toward goals to which
they are committed (people will make conscious choices to work on their own)
Assumption 3: in the proper environment, the average person earns to accept and
seek responsibility
Theory Y leaders do not try to control workers; subordinates are not lazy
Theory Y workers want to work
Leadership Style
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Defined as the behaviours of leaders, focusing on what leaders do and how they act
Lewin, Lippitt, White discovered authoritarian, democratic or laissez-faire styles
Authoritarian Leadership Style: similar to Theory X

Authoritarian leaders perceive subordinates as needing direction
Needs to control what workers do
Emphasize that they are in charge
Efficient and productive
Fosters dependence, submissiveness, loss of individuality
Democratic Leadership Style: similar to Theory Y

Democratic leaders treat subordinates as fully capable of doing work on their
own
Work with them
Outcome is mostly positive
Grater group member satisfaction, commitment and cohesiveness

Negative: takes more time and commitment from the leader, less efficient is the
leader were authoritarian
Laissez-Faire Leadership Style: similar to both X and Y Theories

Leaders do not try to control subordinates, and do not try to nurture and guide
them either
Ignore workers and their work motivations
Some label is as nonleadership
Nominal leader who engages in minimal influence
Laid back with no attempt to influence activities
Produce primarily negative outcomes
Little is accomplished
Lesson 1: Understanding Leadership
asks
T
1.
Read Chapter 1 of the textbook
2.
Work through the online lesson content
3.
Review the Glossary of Terms (Text, p. 11). You should be familiar with
these key terms and how they relate to the development of our understanding of what
makes for effective leadership.
4.
Complete 1.2 Conceptualizing Leadership Questionnaire (text, pp. 1314). Based on your score, what is your impression of leadership Is it a trait? An
ability? A relationship? etc.
Learning Objectives
By the end of lesson one, you should be able to:
Summarize the evolution of theories about leadership
Describe the various ways in which leadership is defined as a trait,

an ability, a skill, a behaviour, a relationship, and an influence process
Recall which leadership qualities are seen as positive, which are

negative
Required Readings
Course textbook: Chapter 1
equired Videos
R
Simon Sinek: Why good leaders make you feel safe. (11:59 minutes)
Lesson 1: Introduction to Leadership

Introduction
Leaders are present in all types of organizations and their decisions affect our
daily lives. In organizations and professional associations, leaders make
decisions on whether or not to hire additional employees, invest in new technology,
sponsor community initiatives, expand facilities and so on. In community groups,
leaders must learn how to inspire volunteers to share a vision, and motivate
volunteers through shared values. In sports, leaders must make player decisions,
build teams, and inspire players in good times...and through losses. In politics,
leaders make decisions that affect local, provincial, or national policies,
economies, and citizens.
If you think about leaders, both contemporary and from history, in business,
politics and other ventures, what names come to mind? Nelson Mandela? Steve Jobs,
Clara Hughes, Craig and Marc Kielburger? In OL140, we will talk about famous
leaders but we will also turn the lens to individuals, who may not be well known,
but who have demonstrated leadership and made a difference. The course is also
designed to help you identify ways to help you develop your understanding of
leadership and ways to develop your leadership capacity.
As a starting point, lets review some of the ways that leadership has been studied
and discussed.

Introduction (cont.)
Early views on leadership focused on the view that the person at the top of the
organizational chart was the leader and everyone else followed (more or less!).
In recent years, this perspective on leadership has changed. With increasingly
complex decisions, global environments, technological advances and opportunities,
and changing values of organizational members to mention a few factors, the
definition of makes a leader and the skills that s/he needs have evolved. Second,
leadership is increasingly being seen as a capacity that needs to be demonstrated
by all organizational members not just those who hold traditional leadership
positions. This introductory course will help you understand the leadership
challenges, opportunities, and strategies of others but will also help you assess
and develop your own leadership potential.

Defining Leadership: The Puzzle of Leadership
Some researchers suggest that there are over 100 definitions of leadership (some
researchers put this number at up to 1500 definitions!). As you will see in lesson
one and throughout this course, the elements of what makes a gosod (even dare say
great leader) are many and diverse!
For the purpose of OL140, a basic, working definition of leadership is:
Leadership involves identifying a vision or goal and inspiring, aligning, and
motivating others to work with the leader to realize the goal. Leadership should
involve a relationship of mutual influence and respect between those in a
leadership role and followers.
source: flickr
Reflective Question
Think about a leader who you are familiar with. How does their leadership approach
speak to this definition?

Evolving Views of Leadership A Brief History
What makes someone a leader? Is it the person who sits atop the organizational
chart? The person who inspires the seven year old hockey player playing their first
game? The person who rallies a group of individuals to make a difference to the
community? Well, yes, yes, and yes!
Leadership involves a relationship with others. Remember, you are only a leader
if, when you look over your shoulder, there are others following you. The good news
is that almost everyone has the potential to demonstrate leadership. Increasingly,
organizations have the expectation that employees have the capacity to demonstrate
leadership. Strategies for demonstrating and developing leadership competencies
will be discussed in OL140.
One more quick point, before we go any further, is the role of context in
leadership effectiveness. Research now points to the ways in which context plays an
important role in determining leader effectiveness. In other words, the best
leadership approach is one that fits the situation that the leader and the
followers find themselves in. So, for instance, sometimes an autocratic style best
fits the situation; at other times, a collaborative approach works best. This is a
point, like the ones mentioned earlier (characteristics of leaders, relationships
between leaders and others), will be reviewed throughout the course.
In todays lesson, we will focus on the individual and the individual
characteristics that are associated with leadership.
Napoleon crosses the St. Bernard, source: Wikimedia Commons

Mountain Climbers, source: Flickr. The Relationship, source: Flickr

Evolving Views of Leadership:Trait Approach
In early leadership studies, it was thought that a select group of individuals were
born with leadership traits that made them great leaders and distinguished them
from others. Dubbed the Great Man theories to reflect the early views that
leadership was the domain of men and marked by a mythical, heroic sense of
destiny (Glynn & DeJordy, 2010, p. 122). The search was on for traits that would
make a great leader and, more importantly perhaps, individuals who had those
traits.
The historical context shaped the pursuit of the Great Man theory. Much of the
research was conducted at a time when most leaders (political, industry, religious,
etc.) were male.
Reflective Question
What do you see as the challenges presented by the Great Man Theory of leadership?
Early trait theorists wrestled with identifying the key traits that would define a
leader. In the late 1940s, Stogdill suggested that the key traits of leaders
included: intelligence, alertness, insight, responsibility, initiative,
persistence, self-confidence, and sociability. Very early trait theories even
considered physical attributes such as height, a necessary trait to be an effective
leader!
Over the next 50 years, researchers continued to explore through hundreds of
studies traits that might be the hallmark of leaders. By the early 1990s,
researchers identified drive, motivation, integrity, confidence, cognitive ability,
and task knowledge as the key traits of leaders.
But questions still remained: Why do some people with those traits become leaders
and others with those same traits not move into leadership roles? Are all those
traits equally important in all situations?

Evolving Views of Leadership:Behaviour Approach
During the mid-twentieth century, researchers began focusing on leader behaviours
rather than traits. Early studies identified task behaviour orientation and a
relationship orientation of leaders. Task oriented leaders tended to be very
goal-oriented, focusing on the activities and tasks at hand, developing structures
and policies to complete the tasks. Relationship-oriented leaders, on the other
hand, tended to focus on the people working on the tasks building relationships,
understanding the needs of the employees, building trust, and respect.
Reflective Question
Which type of leader would you prefer to work with? Why? In your current or most
recent workplace, how would you categorize your leader?

Evolving Views of Leadership:Situational Approach
Moving beyond a consideration of individual trait, and individual behaviours,
leadership researchers started to consider the ways in which leadership style and
the demands of the situation influence leadership effectiveness. So, for instance,
in a situation where individuals are very experienced at the task at hand, an
effective leader would know that they should not be directive and dictatorial
rather supportive and making sure that the people have the resources that they need
to get the job done! Path-goal theory and contingency theories are examples of
situational approaches to understanding leadership.
Reflective Question
What challenges would you see in having a leader adopt different leadership styles
to match the situation?

Evolving Views of Leadership:Relational Approach
The leader-member exchange theory (LMX) considered the types of relationships
formed between leaders and individual followers. This perspective recognizes that
leaders will form close and strong relationships with some followers (ingroups),
and a less close relationship with other followers (outgroups). Studies have
considered the ways in which personality, motivation, and values influence the
formation of ingroups and outgroups and the effects of ingroups and outgroups on
team, group, and organizational effectiveness have been explored. We will explore
this topic in more detail when we get to chapter 9.
Reflective Question
Based on your school, work, volunteer, sports, artistic or other organizational
activities, have you seen leaders and team members develop ingroup and/or outgroup
relationships? What creating those dynamics? What effect did those dynamics have?

Evolving Views of Leadership:New Leadership Approaches
Many of the emerging views on leadership are based on a positive view of leadership
which see leaders as working from a position of authenticity in the service of
others to enhance their capacity for growth, realization of potential, and be
drivers of change: transformational leadership, authentic, charismatic, and servant
leadership.
Reflective Question
Oprah Winfrey, Nelson Mandela, and Mother Theresa are examples of individuals who
motivated others by their leadership approaches. Can you think of other leaders,
either public or known only to you, who inspired others to reach their potential
and be agents of change?

So, what is leadership?
Well, it depends if you see leadership as a trait, an ability, or something else.
The following section outlines the six conceptualization of leadership. Some focus
on attributes or activities of the individual, others consider the leadership as a
relationship.
1. Leadership is a Trait (focus on the individual) This will be covered in Lesson 2

but for a quick overview, please see the Trait Approach above.
Reflective Question
Is it elitist to say only some have leadership? Or, are we all born with certain
traits that we can modify and change?
2. Leadership is an Ability (focus on the individual)
This view suggests that leadership is an ability that can be developed that
individuals have the capacity to lead. Or find that we emerge as leaders under the
right conditions? For example, John Gignac, co-chair of the Hawkins-Gignac
Foundation became a leader in the move to have the Ontario government develop
legislation requiring mandatory smoke detectors in homes in Ontario following the
tragic loss of four family members in Woodstock, Ontario in 2008 in a home that did
not have a working carbon monoxide detector.
John Wooden, University of California at Los Angeles basketball coach. (What do his
quotes say about his beliefs?)
Source, Flickr

So, what is leadership? (cont.)
3. Leadership as a Skill (focus on the individual)
As a skill, leadership can be thought of as a competency that allows you to
accomplish your goals. A competent surgeon, for instance, assesses the patients
situation, evaluates the best surgical solution to address the issue, and is able
to (successfully!) execute the procedure. But the surgeon did not to become a
successful medical practitioner overnight. Being a successful surgeon involves
instruction, practice, and commitment. Similarly, when viewed as a skill,
leadership is a capacity that individuals can learn!
4. Leadership as a Behaviour (focus on the individual)
Leadership is about behaviours and getting things done being results oriented. In
other words, although individuals may have certain traits, leadership is evident in
the behaviours and actions that individuals exhibit. Leaders pay attention both to
the what (the task that needs to get done) and the how (of getting the task
done through motivating, inspiring, and leading others). In terms of the how,
effective leaders know when they have to provide support and guidance to followers
and when they can leave the task to the team. We will talk more about being a task
leader and a relationship-based leader in Chapter 5 of the text.

5. Leadership is a Relationship (focus on the leader and the followers)
Increasing, leadership is viewed as an interactive relationship between the leader
and followers, rather than a top-down directive relationship. As an interactive
relationship, leaders provide a vision, direction, advice, and support to those
working for them. In turn, followers provide feedback on issues affecting the
department or team. Followers also provide their suggestions on strategies for
accomplishing goals, improving processes, etc. Underpinning this perspective on
leadership is a relationship are notions of trust and open communication issues
that we will discuss throughout the course but notably in chapter 8.
This view of leadership is a relationship is quite different than the older
models of an individual in a leadership role telling followers what to do, with
little input or feedback from those in a follower position. While some leaders
still hold this view of leadership, there is an increasing recognition that a
leader-follower relationship based on trust, respect, and two-way communication is
more desirable than a top-down directive approach. Whether it is an urban myth but
there was a story that in its early days a sign was posted above the desk of the
chair of IBM which simply read, THINK. In more recent years, the sign now reads,
WHAT DO YOU THINK? The evolution reflects the evolving characterization of
leadership captured in this part of the lecture.
ideo
V
A reminder of this is evident in this recent Ted Talk by Simon Sinek:
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in your browser.
http://www.youtube.com/watch?v=lmyZMtPVodo
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on how to enable your browser to view the video.

6. Leadership is an Influence Process (focus on the leader and the followers)
If we return, for a moment, to the definition of leadership presented earlier in
this lesson, we can start to see how leadership is an influence process. The
definition identified earlier was:
Leadership involves identifying a vision or goal and inspiring, aligning, and
motivating others to work with the leader to realize the goal. Leadership should
involve a relationship of mutual influence and respect between those in a
leadership role and followers.
In order to accomplish tasks, leaders have to influence followers. They have to
influence follower understanding and buy-in about an initiative, they have to
influence follower willingness to expend energy and their skills to accomplishing
the task, and they can do this using a range of tools such as reward systems,
growth opportunities, and recognition.
One of the principles of leadership as influence is ethics. As Peter Drucker, one
of the great thinkers about leadership suggested, the first principle of leadership
is do no harm. While we will discuss leadership and ethics in chapter 11, it is
important that you are aware that influence should be done in the spirit of helping
to achieve common goals not simply goals of the self-interested leader.

Are there universal leadership attributes?
Are there universal leadership traits that transcend global boundaries? In other
words, are there traits that individuals in South Africa, Canada, Great Britain,
Chile, and Malaysia consider to be positive leadership attributes? Negative
leadership attributes?
In a major international study (the GLOBE study) by Dr. Robert House, he and his
colleagues identified a list of positive and negative leader attributes. A summary
list of these characteristics appears on p. 8 (Figure 1.1 of the textbook). As you
might suspect the positive attributes include characteristics such as being
trustworthy, intelligent, team builder, honest, motivational, and decisive.
Interestingly, Kouzes and Posner in their book The Leadership Challenge, write
about the number 1 attribute that a large sample of managers indicated that they
looked for in their leader. The number 1 attribute is honesty and that attribute
was at the top of managers list for many years.
Reflective Question/Exercise
Why is honesty such an important attribute of a leader?
Indra Nooyi, CEO of PepsiCo is profiled in the Leadership Snapshot (text, pp. 910). Please read the Snapshot and view the following video:
https://www.youtube.com/watch?v=BDTVdX-enr4.
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in your browser.
What are the positive leadership attributes evident in the description of Indra
Nooyis leadership? Also, what factors in her life have influenced her values?
These influences are sometimes referred to as the crucibles of someones
leadership.

Are there universal leadership attributes? (cont.)
eflective Question
R
What have been the crucibles that have influenced your views and values? For some
people it has been a person who really inspired you, or a life changing experience
(like travelling to a developing country to do community development work), or a
health or work event that shapes the way you view life.

Are there universal leadership attributes? (cont.)
Going back to the House GLOBE study as can be expected from the House GLOBE study,
there are also a number of negative leadership attributes including being
dictatorial, egocentric, ruthless, and non-cooperative.
Reflective Question
Have you encountered someone who demonstrated and (and hopefully not all) of the
negative leadership attributes. What was it like to work with that individual?

Conclusion
This week introduced some of the theoretical conceptions of leadership and examined
how those ideas have evolved over time. The elements of leadership including leader
skills, approaches, and attributes, as well as relationship with others, and the
role of context are all foundational elements of leadership which will be discussed
and studied in OL140.
Next week we will shift our focus to the specific traits that are associated with
strong leaders.
References
Glynn, M. A., & DeJordy, R. (2010, January). Leadership through an organization
behavior lens. In N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and
Practice: An HBS Centennial Colloquium on Advancing Leadership (p. 119). Boston,
MA: Harvard Business Review Press.
Northouse, P. G. (2014). Introduction to leadership: Concepts and practice (3rd
ed.) Thousand Oaks, CA: Sage.
Lesson 2: Leadership Traits: Others and Yours
asks
T
1.
2.
Work through lesson 2 content
3.
these key terms and the ways in which these six traits have been considered
important for leadership.
4.
Reflecting on your own leadership traits, complete 2.2 Leadership
Traits Questionnaire (Text, pp. 40-41) to identify the traits that you think you
exhibit. If you want feedback on other peoples perceptions of your traits, you can
ask a few friends to evaluate your traits by completing the traits assessment
questionnaire. If you choose to do this what surprised you about peoples
perception of your traits? What confirmed your understanding of your traits?
Learning Objectives
Demonstrate an understanding of how trait theory has evolved from its

early focus on The Great Man Theory of leadership to the present summary of six
key traits associated with leadership
Describe the qualities of each of the six traits
Analyze how these traits are evident in a range of historical and

contemporary leaders from chapter 2
Apply trait theory to a case study and to self-reflection.
Required Readings
equired Videos
R
Jonestown Massacre (9.51 mins.)

Tim Terrentine From 21 Case Study: An emerging leader (1.10 mins)

Introduction
Over the years, researchers and lay people have tried to identify the traits or
distinguishing qualities that differentiate leaders from others; traits, broadly
defined, may be seen as inherited characteristics of an individual
(http://www.merriam-webster.com/dictionary/trait).
The challenge of the leadership trait research is that, despite decades of study, a
definitive list of traits that mark an individual as a leader remains elusive. That
said, one outcome of this research is that some general traits have emerged as
typically associated with leaders. As will be seen shortly, six traits have been
associated with leadership: Intelligence, Confidence, Charisma, Determination,
Sociability, and Integrity.
The next section will provide you with a brief history of trait theory and a
roadmap of getting from great man theories of leadership to six key traits.

Leadership Trait Theory: Searching for TraitsGreat Man Theory
Based on the belief that select individuals were born with superior traits,
attributes, and abilities and because of these factors, these individuals could
inspire and command the respect of others to lead countries, organizations, and
groups.
Thomas Carlyle (b. 1795, d. 1881), a Victoria era Scottish historian is generally
credited with the great man approach to understanding leadership, sometime in the
1840s. In his book, On heroes, hero-worship, and the heroic in history
(published posthumously in 1907), Carlyle suggested that major historical events
were a result of the action of great heroes and leaders whose qualities and
characteristics (e.g., charisma, intellect, Machiavellianism, etc.) influenced
history
(https://www.princeton.edu/~achaney/tmve/wiki100k/docs/Great_man_theory.html).
Carlyle based his thesis on a study of leaders such as Shakespeare, Muhammad,
Attila the Hun, Napoleon, and Luther.
From Carlyles perspective, these individuals had special and extraordinary
qualities that led to their leadership. The term, great man theory of leadership
reflected the view that leadership was in the purview of men, and that leadership
had a mythical, heroic sense of destiny (with leaders assumed to be born, not
made). (Glynn & DeJordy, 2010, p. 122).
Thomas Carlyle (1795 1881) (Source: Wikimedia Commons )

Moving from Great Man Theory to Early Research Traits Theory:
What are the key traits associated with leaders?
According to Kirkpatrick and Locke (1991), Early in the 20th century, the great
man theories evolved into trait theories (p. 48). So, starting in the early 1900s,
the hunt was on for the traits associated with leaders. The traits explored
included physical traits such as height, physical stature (which were seen as
helpful in a military context), and psychological traits such as intelligence, etc.
During these early years of trait theory, the world endured two world wars, and a
great depression, so the need for military and business leaders, for example, and
the capacity to identify individuals who would fulfil those leadership roles was
strong.
Stop and Think

If you were to list the traits that you think are associated with leadership, what
would be in your list?
Identifying a consistent set of key traits for leadership proved to be a challenge.
Stodgill published two important papers in the leadership trait domain, one in 1948
and the other in 1970. Each of these papers included a review of hundreds of
studies of leadership all in an attempt to see if there was a consistent set of
traits that had been identified as being associated with leadership. The figure
below lists the traits that Stodgills 1948 and 1970 papers identified:
Despite many decades dedicated to the identification of the traits of leadership,

a definitive list still evades those studying leadership. Reflecting on his
research, Stodgill proposed that it was not only traits that identified leaders but
leaders also emerged as a result of the situation or context they found themselves
in. Stodgill proposed that leaders emerge from various contexts and the context
will influence which traits are effective for leadership. In other words, the
leadership skills needed in a military context may be quite different from those
needed in a business or not-for-profit organization. This point was raised in
lesson one.

Traits and Leadership:
Leadership Emergence vs. Leadership Effectiveness
Before we continue our discussion of the search for traits, lets take a slight
detour and talk about traits as they relate to leadership emergence and leadership
effectiveness. We have all been in groups where one person just seems to emerge as
the leader. If you think back to your experience, what characteristics made them
emerge as the apparent leader of the group? Did that person continue on in the role
well after the initial meetings? If they did, why was that the case? If not, why
not? This relates to our brief side discussion of leader emergence and leader
effectiveness.
Leader Emergence: What are the leadership factors that contribute to an individual
being seen as a leader in a group? Often leaders emerge in a group setting
sometimes it is the first person to speak up at an initial meeting.
Leadership Effectiveness: How do group members assess a leaders effectiveness in
helping the group achieve their goals, for instance?
Reflective Question
Do individuals who "emerge" as leaders in groups necessarily become effective
leaders of that group?

Leader Emergence vs. Leader Effectiveness: Big 5 Personality Traits
What They Are and How do They Relate to Leader Emergence and Leader Effectiveness?
Personality research has identified the Big 5 personality variables
neuroticism, extraversion, openness, agreeableness and conscientiousness.
Click here for a quick description of the Big 5 Traits.
How do traits relate to leader emergence from a group vs. leadership effectiveness
in a group? Correlations, or the strength of a relationship between variables, show
that certain traits are more strongly associated with both the emergence and
effectiveness of leaders. Correlations range from -1.0 to +1.0. The closer the
correlation is to +1 or -1, the more closely the two variables are related. The two
charts below map out the correlation between the Big Five traits and leadership
emergence and effectiveness.
Leadership Emergence: A consideration of Traits
Leadership Effectiveness: A consideration of Traits
Leader Emergence and Relationship to Trait (blue)

Leader Effectiveness and Relationship to Traits (red)
Neuroticism
Strong negative (-0.24)
Strong negative (-0.22)
Extraversion
Strong positive (0.33)
Openness
Agreeableness
Slight positive (0.05)
Conscientiousness
Moderate positive (0.16)
Source: Adapted from Judge, T.A., Bond, J.E., Ilies, R. and Gerhardt, M.W. (2002).
Personality and leadership: A qualitative and quantitative review. Journal of
Applied Psychology, 87(4), 765-780. Glynn, M.A., & DeJordy, R. (2010). Leadership
through an organization behavior lens. In Nohria, N., & R. Khurana (Eds.), Handbook
of leadership theory and practice (pp. 119-157). Boston, MA: Harvard Business
School Publishing Corporation.
Reflective Questions
Based on your review of the two charts, which leadership traits seem to be most
important for both leader emergence and leader effectiveness?
Which trait(s) will impair your ability to emerge and be effective as a leader?
Are there any traits which may be more important for leader effectiveness than
leader emergence?

Contemporary Thoughts on Traits Theory (back to trait theory.)
Moving Forward
We should not discard trait theory completely. As Kirkpatrick and Locke (1991, p.
59) note, it is unequivocally clear that leaders are not like other people. In
other words, they possess some trait or traits that make them different from nonleaders.
Fitzpatrick and Locke suggested that seven key traits differentiated leaders from
others. These traits included:
Determination: reflects a high level of effort, achievement, ambition,

energy, tenacity, initiative
Leadership Motivation: desire to lead and influence others, possibly

also a need for power
Honesty and Integrity: do what you say you are going to do, be truthful
Self-Confidence: important for decision making and gaining the trust of

others
Cognitive Ability: capacity to deal with a large volume of information

and make decisions
Knowledge of the Business: know your company, know your industry
Other possible factors? charisma, creativity/originality, flexibility

The trait of honesty has also been noted by Kouzes and Posner in their book, The
Leadership Challenge as the #1 trait that managers look for in their leaders. This
was based on a survey of thousands of managers, across many countries.

Contemporary Thoughts on Traits Theory (back to trait theory.)
eflective Questions
R
Reflecting on people you have worked for who you see as strong leaders, which of
these traits did you see in that individual?
Which traits do you see in yourself? Which traits can you develop?
So, to recap, the search for traits that distinguished leaders started in the late
1800s with the work of Carlyle. Then, through the early and mid-1900s, researchers
including Stodgill tried to identify the traits associated with leadership. Given
the seeming futility of identifying THE set of traits associate with leadership,
researchers were starting to move away from trait theory. However, by the 1990s,
particularly with the work of researchers like Locke and Fitzgerald, there was a
renewed interest in Trait Theory. Below is a graphic of the trait research
timeline.
We will now discuss the six traits identified in your textbook and review how those
traits relate to leadership.

Six Traits Identified by Your Textbook
According to the textbook, there are six key traits associated with leadership
including intelligence, confidence, charisma, determination, sociability, and
integrity (shown below).
earning Activity
L
For each of these traits, I would like you to do the following:
1.
Define the nature of that trait
2.
Identify why it is an important attribute of leaders
3.
Identify any risks with being too high (or too low) on any of the
traits
4.
List any strategies for developing that trait
You might find it helpful to answer those points by completing the following chart:
Intelligence
Confidence
Determination
Sociability
Integrity
Charisma
Description of the trait
Why it is important for leadership
Any risks if a leader is too high (or too low) on that trait
Strategies to develop the trait?
Something to make you go hmmmm about traitsthere is a great quote cited by

investor Warren Buffet
In looking for people to hire, you look for three qualities: integrity,
intelligence, and energy. And if you dont have the first, the other two will kill
you.
Source: Flickr
Leadership Application Exercise:

Applying Leadership Trait Theory to Historical and Contemporary Leaders
Using Kirkpatrick and Locke's list of traits (from this section) and those
identified in the textbook, use the following chart to identify the traits
associated with each of the leaders described in the text from pages 30 to 36. In
addition, reflect on a leader who you have direct experience with and assess which
traits s/he demonstrated.
Textbook Traits
Fitzpatrick and Locke
Intelligence
Confidence
Charisma
Determination
Sociability
Integrity
Determination
Leader Motivation
Honesty and Integrity
Self-confidence
Cognitive Ability
Knowledge of the business and industry
Other: Charisma, Creativity, Flexibility
George Washington
Winston Churchill
Mother Teresa
Bill Gates
Oprah Winfrey
One personal Example
One note of caution about charisma. Although charisma can be defined as magnetic
charm and appeal that gives leaders exceptional powers of influence, charisma can
also have a dark side. Some examples of the dark side of charisma include (the
obvious) Hitler, but also Pol Pot (the leader of the Khmer Rouge).
Jim Jones, is another example. The evil side of charismatic leadership is covered
in the following video about the Jonestown massacre. **A note of caution that the
story is disturbing and some images may be upsetting. For those who do watch the
video (or choose rather to read about the Jonestown massacre), what role did
context play in the followers willingness to follow Jim Jones? What made him
charismatic?

Leadership Case Study: 2.1 An Emerging Leader (Text, pp. 38-39).
Please review the case and draft some point forms notes on your answers to the case
questions we will come back to this in Discussion Post #1. After you have
reviewed the case and drafted your answers, please view this brief video about Tim
T. whose full name is Tim Terrentine, Vice-president at Southwest Michigan First
and President of the Kalamazoo Regional Chamber of Commerce.
eflective Questions
R
What are your thoughts about Tim Terrentine?
Did they change after your impressions based on the case?

Conclusion
In lesson 2, we reviewed the various traits that have been associated with
leadership. The traits of a number of famous (and infamous) contemporary and
historical leaders were considered. In the next lesson, we will review the notion
of leadership strengths and how to engage peoples strengths (yours! And others) to
accomplish goals.
Lesson 3: Engaging People's Strengths
asks
T
1.
2.
Work through lesson 3 notes
3.
these key terms, specifically how understanding strengths can help you foster
leadership of others and yourself.
4.
Complete the three personal strengths assessments
Learning Objectives
By the end of lesson three, you should be able to:
Describe how a strengths-based approach can enhance your personal

leadership potential
Know how you can use a strengths-based approach to support the

leadership development of others
Compare the key attributes of the measures used to assess strengths

including Gallups strengths finder, the Values-in- Action classification system,
and the Realise2 Assessment
Summarize your own leadership strengths, the ways in which those

strengths affect your work, and strategies to develop those strengths further
Describe the influence of the positive psychology approach on the

strengths-focused leadership and leadership development measures
Required Readings
equired Videos
R
StrengthsFinder Introductory videos
https://www.youtube.com/watch?v=lsCaTapfhhk (1.48 mins)
https://www.youtube.com/watch?v=mKmbmhK7KeY (1.09 mins)
https://www.youtube.com/watch?v=BT_sKX4OykY&list=PL_W0otyWUVa-DWCbkmPEGsnh8m4_Cvrm&index=5 (1.56 mins)
https://www.youtube.com/watch?v=ZhU90eZLSCc (2.22 mins)
https://www.youtube.com/watch?v=149kyJpl63I (1.54 mins)
https://www.youtube.com/watch?v=yT3MB0XmOVU (1.27 mins)
Emma Watson delivering speech to the United Nations (13.54 mins)
Joe Folkman, Strengths Based Leadership (6.01 mins)
Folkman and Zenger on Strengths-based leadership development (9.54

mins)

Introduction
What are your strengths? Wait lets back up a bit; what is a strength?
According to the textbook, a strength is an attribute or quality of an individual
that accounts for successful performance; it is an ability to consistently
demonstrate exceptional work; positive features of ourselves that make us effective
and help us to flourish (Text, p. 50).
This weeks material explores different approaches to measuring and developing
peoples strengths and how strengths relate to leadership.

Overview of the Measures for Self-Assessment of Strengths
From a leadership perspective, having an understanding of your personal strengths,
strategies for developing your strengths and managing your weaknesses are
invaluable. It is often said that a good leader knows his or her strengths and then
makes sure to hire and work with people who complement their strengths and who have
skills to supplement the leaders weaknesses.
This lesson provides you with an overview of three measures of strengths the
StrengthsFinder, Values in Action, and the Realise2 4M Model. In addition to the
strengths self-assessment on pp. 75-77 of the textbook, there are resources (some
require payment, others are free online) to help you identify your strengths, as
one step in your leadership development journey. The following sections will
provide you with an overview of these three measures as well as links for you to
take self-assessments.
The following figure represents a broad general classification of the three
measures of strength covered in lesson 3:

StrengthsFinder
Dr. Donald O. Clifton (1924 2003), an American psychologist and founder of the
strengths-based approach to psychology and leadership suggested that:
A leader needs to know his strengths as a carpenter knows his tools, or a physician
knows the instruments at her disposal. What great leaders have in common is that
each truly knows his or her strengths and can call on the right strength at the
right time. (The StrengthsFinder 2.0, p. 13)
Clifton developed the measure known as the StrengthsFinder. His grandson (Tom
Rath, pictured below) has authored a number of books designed to illustrate how
strengths can serve leaders well. Some of the well-known books, in the series
include: Strengths Finder 2.0 and Strengths Based Leadership. The Strengths Finder
typically has application for workplace effectiveness and workplace relationships
among peers, colleagues, and team members.
According to Rath, You cannot be anything you want to be but you can be a lot
more of who you already are. (p. 9)
Tom Rath. Source: Wikimedia Commons
Stop and Think

The following video provides a short introduction to the StrengthsFinder:
https://www.youtube.com/watch?v=lsCaTapfhhk
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in your browser.
After watching the video, what is your sense of what the StrengthsFinder is
designed to help you with?
Now that you have had a chance to think a bit about the utility of the
StrengthsFinder, take a moment to watch the following video that offers a brief
glimpse into the underlying premise of the Strengths Finder approach:
https://www.youtube.com/watch?v=mKmbmhK7KeY.
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in your browser.

The Basic Premise of the StrengthsFinder
At its most basic level, the Strengths Finder approach suggests that if you possess
an attribute or quality and you expend effort to develop that attribute or quality,
then you have the potential to enhance that particular strength.
So, for example, if you are a good project manager and you take time to practice
good project management skills, seek feedback from others on how to improve etc.,
then you are more likely to develop that particular leadership strength.
In short, you can think of it as Talent X Investment = Strength.
On the other hand, if you are not particularly good at a skill but you still work
hard at developing the skill, you will still likely not be able to achieve as
strong a level of performance in that skill as the previous situation.
The Strengths Finder approach allows you to identify your strengths as a first step
to planning on what skills to work on for the best return on your effort.
Reflective Question
Can you think of an activity that, no matter how much time and energy you commit to
it, you probably will never excel at it?
For some people, it might be a sports skill, making a perfect souffl, solving a
physics problem, or learning a new language.
Alternatively, can you think of an activity that you practiced and spent time on
and mastered? Perhaps a musical piece, writing short stories, developed a cohesive
work team?
Your past experience in trying to develop a skill and self-awareness of your own
strengths provides some insights into the focus of the Strengths approach.

The Four Domains of StrengthsFinder
Clifton did not specifically identify strengths but rather referred to them as
themes of human talent. As noted in the text (p. 53), according to the
StrengthsFinder the 34 talent themes can be categorized into four domains:
Executing
Influencing
Relationship Building
Strategic Thinking
Get things Done!
Advocate/sales person for ideas
Build teams, the glue of teams and organizations
Visionaries, forward thinking, 'what can be
9
8
9
8
strengths
strengths
strengths
strengths

The Four Domains of StrengthsFinder (Cont.)
The following provides brief descriptions of the various strengths (Source: Adapted
from: http://en.wikipedia.org/wiki/Now,_Discover_Your_Strengths):
Executing:
Achiever - one with a constant drive for accomplishing tasks
Arranger - one who enjoys orchestrating many tasks and variables to a

successful outcome
Belief - one who strives to find some ultimate meaning behind

everything they do
Consistency - one who believes in treating everyone the same to avoid

unfair advantage
Deliberative - one who proceeds with caution, seeking to always have a

plan and know all of the details
Discipline - one who seeks to make sense of the world by imposition of

order
Focus - one who requires a clear sense of direction to be successful
Responsibility - one who, inexplicably, must follow through on

commitments
Restorative - one who thrives on solving difficult problem

Influencing:
Activator - one who acts to start things in motion
Command - one who steps up to positions of leadership without fear of

confrontation
Communication - one who uses words to inspire action and education
Competition - one who thrives on comparison and competition to be

successful
Maximizer - one who seeks to take people and projects from great to
excellent
Self-Assurance - one who stays true to their beliefs, judgments and is

confident in his/her ability
Significance - one who seeks to be seen as significant by others
Woo - one who is able to easily persuade

Relationship Building
Adaptability - one who is especially adept at accommodating to changes

in direction/plan
Developer - one who sees the untapped potential in others
Connectedness - one who seeks to unite others through commonality
Empathy - one who is especially in tune with the emotions of others
Harmony - one who seeks to avoid conflict and achieve success through
consensus
Includer - one who instinctively works to include everyone
Individualization - one who draws upon the uniqueness of individuals to

create successful teams
Positivity - one who has a knack for bring the light-side to any
situation
Relator - one who is most comfortable with fewer, but deeper

relationships
Strategic Thinking
Analytical - one who requires data and/or proof to make sense of their
circumstances
Context - one who is able to use the past to make better decisions in
the present
Futuristic - one who has a keen sense of using an eye towards the
future to drive today's success
Ideation - one who is adept at seeing underlying concepts that unite

disparate ideas

Input - one who is constantly collecting information or objects for
future use
Intellection - one who enjoys thinking and thought-provoking

conversation often for its own sake, and also can data compress complex concepts
into simplified models
Learner - one who must constantly be challenged and learning new things
to feel successful
Strategic - one who is able to see a clear direction through the

complexity of a situation
eflective Question
R
For each of the four domains, I would like you to take a moment and think of an
individual you know that is best described by an aspect of that particular domain.
So, for example, is there someone in your life that fits into the Relationship
Building domain and is best described as an "include"?

Strengths Further Information
For further information on these various strengths, there are a series of YouTube
videos available, each of which identifies the strategies of those with a
particular strength as well as the downside of those talents.
Video
For example, the following video describes some of the qualities of the Executing
- Achiever
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in your browser.
The following video describes some of the qualities of the Executing Arranger.
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in your browser.
The following video describes some of the qualities of the Executing
Responsibility.
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in your browser.
The following video describes some of the qualities of the Relationship BuildingDeveloper.
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in your browser.
Feel free to view any or all of the 34 videos in the series. The videos run from
approximately 1.30 minutes to 2.30 minutes. They provide a good overview of the
various strengths and how they may be used in the workplace.

Values in Action Institute (VIA)
While the StrengthsFinder focuses on workplace application, the Values in Action
(VIA) inventory focuses more directly on an individuals character and how
individuals can become more virtuous. There are 24 strengths organized under 6
basic virtues.
Table 3.3 (Text, p. 57) provides a list of the strengths associated with each of
the six categories identified in the VIA model.
As noted on the VIA Institute on Character website (www.viacharacter.org),
Character strengths are the personality characteristics that make you authentic,
unique, and feel engaged.
Wisdom and Knowledge
Humanity
Temperance
Courage
Justice
Transcendence
5 strengths
3 strengths
4 strengths
4 strengths
3 strengths
5 strengths
earning Activity
L
The VIA assessment measure can be taken for free from www.viacharacter.org.
Take a moment to complete the measure and think about how well your results reflect
your own personal assessment of your strengths. Are there any discrepancies? Yes or
no? If yes, why do you think this is the case?

Realise2 4M Model
The Centre of Applied Positive Psychology (CAPP) developed the Realise2 4M Model.
Similar to the StrengthsFinder, the Realise2 4M Model suggests that individuals are
energized when they are able to use their strongest assets. Also, similar to the
StrengthsFinder, the Realise2 4M Model focuses on application to the workplace.
In the Realise2 4M Model, there are four quadrants categorized as:
Realised Strengths
Unrealised Strengths
Learned Behaviours
Weaknesses
Each of these quadrants involves the combination of energy, performance, and use
(source).
For example,
A realised strength is characterised by high energy, high performance, and high
use.
A learned behaviour is characterised by lower energy but high performance, while
use may be variable.
A weakness is characterised by lower energy and lower performance, while again use
may be variable.
An unrealised strength is characterised by high energy and high performance, but
lower use.

Realise2 4M Model (cont.)
Realised Strengths. We all have personal attributes (e.g., skills, abilities,
interests) that we excel at (e.g., planning a project, public speaking, capacity
to write with ease, ability to coach others to improve their game, etc.). According
to the Realise2 4M Model, when we are able to use those attributes, we feel
energized, and we often do well in those activities.
The recommendation is to marshall our opportunities to use those strengths. While

we may not all be the gifted speakers that Martin Luther King was, many of us still
enjoy delivering a speech or public presentation. But, whatever your strengths are,
the Realise 2 4M model suggests that you should engage in the activities and
opportunities that allow you to showcase those strengths.
TEXTBOOK ERROR: PLEASE NOTE, THERE IS AN ERROR IN THE TEXTBOOK DESCRIPTION OF
REALIZED STRENGTHS ON PP. 59-60. ON PAGE 60, TEXT NOTES THAT "...EVERY EFFORT TO
MAXIMIZE THE USE OF THESE REALIZED STRENGTHS." THIS SHOULD READ "MARSHAL THE USE OF
THESE REALIZED STRENGTHS." PLEASE NOTE: The information in Figure 3.2 on page 59 is
correct.
Martin Luther King. Source: Wikimedia
Reflective Question
What attributes do you have that represent realized strengths?

Unrealised Strengths. Have you ever found out, almost by accident, that you had a
particular strength that you were not aware of? Or that you have a strength that
you do not often get a chance to demonstrate but that when we do, you really excel?
Well, these are examples of unrealized strengths. Perhaps at work, you found that
you are really good at finding innovative solutions to problems, or managing
disagreements between co-workers, or bringing out the best in people.
The Realise
2 4M model suggests that you should MAXIMIZE this capability and find more
opportunities to tap into this strength.PLEASE NOTE: THERE IS AN ERROR ON PAGE 60
IN THE TEXTBOOK IN THE DESCRIPTION OF UNREALIZED STRENGTHS. ON PAGE 60, THE TEXT
NOTES THAT YOU SHOULD "MARSHAL" UNREALIZED STRENGTHS. THIS SHOULD READ "MAXIMIZE."
PLEASE NOTE THAT THE INFORMATION IN FIGURE 3.2 ON PAGE 59 IS CORRECT.
Emma Watson (pictured left), one of the stars of the Harry Potter series, is
passionate about gender equity issues and has marshalled that passion to deliver
speeches to the United Nations. An example can be viewed at:
https://www.google.ca/webhp?sourceid=chrome-instant&ion=1&espv=2&ie=UTF-8#q=emma
%20watson%20speech
"Emma Watson cropped" Wikimedia Commons
by derivative work: Tabercil (talk)Emma_Watson_serge.jpg.
Licensed under CC BY-SA 3.0.
Reflective Question
What attributes do you have that represent unrealized strengths?

Learned Behaviours
These are activities that we have learned to do but really do not energise or
motivate us. The text provides the example of driving for some people, this is
simply an activity that we do because we have to get to work, school, sports
activities, etc. The recommendation from the Realise2 4 M Model is to moderate the
amount of time we spend on these activities because they can sap out energy.
Source: Wikimedia Commons
Reflective Question
What attributes do you have that represent learned beahviours?

Weaknesses. These are attributes that are not our strengths and when we have to
engage in them, we feel drained and unmotivated and as a result our performance is
often not very good. The recommendation is to minimize the amount of time you
devote to these activities.
Source: Wikimedia Commons
Reflective Question
What attributes do you have that could be categorized as "weaknesses" and how do
you feel when you engage in activities that draw on these areas for you?

As noted earlier, many organiztions reportedly use the Realise2 assessment system,
as an HR executive from Nestle UK noted,
As part of our involvement in the recent IGD Skills for Work Week, we were part of
a focus group with several young unemployed people. They told us about the
challenges they had faced in traditional interview situations with no practical
work experience, and the resulting barriers they had come up against through lack
of confidence and understanding of the interview process. We believe there is a
much fairer way to test today's graduates, who have great potential and talent but
no experience to lean on in traditional interview scenarios.
That's why we've adopted a new 'strengths-based' approach to recruiting young
talent. The key difference is that we are looking at strengths rather than
competencies. When people are exhibiting a strength they enjoy doing it, are good
at doing it and are energised by it. Research tells us if individuals are doing
things they are good at and enjoy doing them there are lots of benefits to the
organisation, for example, reduced stress, turnover, absenteeism and higher
performance.
Reviewing strengths are different from reviewing competencies in that candidates
don't know what to expect and can't give well-rehearsed or 'googled' answers. An
individual may have a strength that is inherent but not yet know that it is a
strength - See more at: http://www.hrmagazine.co.uk/hro/features/1075787/nestlehrd-why-strengths-approach-help-recruit-talent#sthash.MqAWopxD.dpuf (Source:
http://www.hrmagazine.co.uk/hro/features/1075787/nestle-hrd-why-strengths-approachhelp-recruit-talent)
For those who are interested, the Realise 2 4M assessment is available, for a fee,
from www.capp@cappeu.com.
In addition, chapter 3 (page 63) lists a number of tests that can be taken to help
you identify your strengths.

Discovering Your Strengths Developing Your Strengths
Once you have an idea of your strengths, how can you leverage those strengths to
develop your personal leadership capacity and to leverage the strengths of others?
In the following video, Joe Folkman offers some suggestions:
Video
Joe Folkman Strengths Based Leadership (http://www.youtube.com/watch?
v=EQ9mAq3bMcc)
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in your browser.
A brief prescription.
1.
Identify your strengths there are a number of measures (free or paid)
listed in the textbook and described online
2.
Reveal those to others helps to affirm your commitment to those
strengths and it advertises your strengths to others
3.
Practice your strengths, become involved in activities that play to
your strengths
4.
Spend some time reflecting on activities and your actions what went
well? What could/should I have differently? One CEO reported that every evening, he
wrote out a list of the days events and how he felt he could have managed them
better. Then, worked to change his behaviour when faced with similar situations.

Developing the Strengths of Others
Reminder: That leadership is really NOT all about you, but rather the
relationships you build with others and achieve results through your relationships
with others. The following points identify some prescriptions of how to develop
the strengths of others.
A(nother) brief prescription.
1.
Engage the strength of the followers This means that you really need
to understand and know the people who work with and for you.
2.
Offer people an opportunity to work on projects that really inspire
them Google is famous for engaging in this kind of personal/organizational
development initiative.
3.
Try, whenever possible, to match people to tasks that will let their
strengths shine and make a contribution to the collective goals of the group.
ideo
V
http://www.youtube.com/watch?v=a44-1XklVqY
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in your browser.

Fostering a Positive Strengths-Based Environment
As we discussed in an earlier lesson, leadership is about a relationship between
leaders and followers. From the Positive Psychology perspective, it is essential
that leaders work to develop a positive environment for those working in the
organization. But how? Some suggestions include:
Creating a positive climate by fostering empathy, compassion, forgiveness, and
gratitude.
Develop positive working relationships by having individuals focus on the positive
aspects of their co-workers, rather than focusing on criticism and the negatives.
Use positive communication approaches by offering words of encouragement and
support, rather than using criticism as the go to form of feedback and
communication with employees.
Create an awareness and understanding of the connection between an individuals
values and those of the organization. An interesting study by Kouzes and Posner
presented in their book The Leadership Challenge suggested that people who know
their values and those of the organization are among the most committed members of
the organization. So, if you are able to show how individuals how their values
(e.g., community development) align with one of the aspects of an organizations
vision and values (e.g., Timberland or Telus corporate social responsibility
initiatives), individuals will feel more engaged in their organization.

Conclusion
In lesson 3, we have reviewed how strengths affect an individuals performance and
engagement in the activities they engage in. We have also identified a number of
approaches for identifying strengths, including the StrengthsFinder, the Values in
Action (VIA) model, and the Realise2 4M model. We have also discussed strategies
for creating a positive environment to help bring out the best in individuals.
In our next lesson, we will review various approaches to leadership and consider
the effects that those approaches have on individuals within organizations.
Lesson 4: Understanding Philosophy and Styles
asks
T
1.
2.
Work through lesson 4 notes
3.
Review the Glossary of Terms (Text, p. 96).
4.
Read and prepare answers to the Case Study 4.1 (Many Managers,
Different Styles, Text, p. 97-98)
5.
Complete the Leadership Styles Questionnaire, Text, pp. 99-100 to
assess your leadership style
Review this link on Warren Buffets laissez-faire leadership:
http://sites.psu.edu/leadership/2013/11/10/laissez-faire-leadership-and-warrenbuffett/
Learning Objectives
List and describe the various leadership approaches and the

assumptions about human behaviour that underpin those leadership approaches
Explain ways in which leadership styles influence (positively or

negatively) the attitudes, motivation, and performance of employees
Categorize the leadership style demonstrated by an individual in an

organization
Required Readings
equired Videos
R
(6.11 mins)
the Hudson
Jack Zenger and autocratic, laissez-faire, and democratic leadership

Meryl Streep in The Devil Wears Prada(4.56 mins)
Captain Chesley B. Sullenberger III (3.13 mins) and The Miracle on
(9.35 mins)
Ralph Stayer, CEO, Johnsonville Sausage The Johnsonville Way(3 mins)

McGregor and Theory X and Theory Y
In 1957, Douglas McGregor (1906-1964) delivered a presentation to the Massachusetts
Institute of Technology (MIT) School of Industrial Management. In that
presentation, he made a call for management and organizations to recognize that
perhaps the standard management approaches of the time (the mid-20th century) were
not bringing out the best in employees.or allowing employees to reach their full
potential.
At the time, the conventional thinking about managements role in organization was
to:
Organize and oversee the key components of an organization including

people, equipment, money, and materials
Guide and direct people, and control them so that they could extend
efforts to help the organization reach its goals
Without this active intervention by management, people would be passive, even

resistant to organizational needs. They must therefore be persuaded, rewarded,
punished, controlled their activities must be directedmanagement consists of
getting things done through other people (McGregor, 1957, p. 41)
Douglas McGregor, 1906-1964
Source: flickr

Theory X
Lets go back one step to understand the standard management/leadership approaches
and the assumptions about employees that McGregor was hoping to shine light on.
McGregor labelled these traditional assumptions and approaches as a Theory X
approach.
Theory X approach: Adapted from McGregor (1957) In McGregor (2006)

In addition, McGregor suggested that these same Theory X managers also held the
following, less explicit, but widespread beliefs about the average employee:
They work as little as possible
They are inherently self-centered and indifferent to organizational

needs
They are resistant to change
They are gullible and not very bright
They want security, not responsibility

Source: Adapted from: McGregor (1957) in McGregor (2006)
Reflective Question
Have you worked for someone who still holds a "Theory X" view of employees? If so,
what was the experience like?
If you have been really lucky and have not worked for a Theory X manager, try to
imagine what it would be like to work for someone with those values how do you
think you would feel about going to work every day?
Legacy behaviours.
Some managers still operate under Theory X views. There are lots of reasons for the
presence of these behaviours, including the ideas that:
employees learned this approach from early work experiences with their
first managers,
top management values a command and control style,
it is easier to keep managing as you have always done,
there is no incentive to change,

McGregor went on to suggest that maybe managements role in organizations and
peoples relationship to their work, their organization and management should be
reconsidered.
As he wrote,
It has become trite to say that industry has the fundamental know-how to utilize
physical science and technology for the material benefit of mankind, and that we
must now learn how to utilize the social sciences to make our human organizations
truly effectiveWe are becoming quite certain that, under proper conditions,
unimanaged resources of creative energy could become available within the
organizational setting. (McGregor, 1957, p. 166)

Theory Y
In contrast to Theory X, McGregor proposed that some managers view employees
interests, motivations, and attitudes to work from a much more positive
perspective. Theory Y Managers, believe that people like work (or at least do
not inherently dislike work), people will show responsibility and self-control
when engaged, people are committed and motivated to achieve goals, and will seek
responsibility, work productively and have the capacity to operate independently.
More specifically, McGregor suggested, that
1.
Management is responsible for organizing the elements of productive
enterprise money, materials, equipment, people in the interest of economic ends.
2.
People are not by nature passive or resistant to organizational needs.
They have become so as a result of experience in organizations.
3.
The motivation, the potential for development, the capacity for
assuming responsibility, the readiness to direct behavior toward organizational
goals are all present in people. Management does not put them there. It is the
responsibility of management to make it possible for people to recognize and
develop these human characteristics for themselves.
4.
The essential task of management is to arrange organizational
conditions and methods of operation so that people can achieve their own goals best
by directing their own efforts toward organizational objectives. (McGregor, 1957,
p. 41)
eflective Question
R
Have you worked for someone who holds a "Theory Y" view of employees? If so, what
was the experience like?
If you have not worked for a Theory Y manager, try to imagine what it would be
like to work for someone with those values how do you think you would feel about
going to work every day?

Choosing Your Leadership Approach
Three basic and classic approaches to leadership include the laissez-fair style,
the authoritarian and the democratic styles. Each of these will be considered in
turn.
1. Laissez-Faire (non-leadership) The Absence of Leadership
A hands-off, let-things-ride approach
Refers to a leader who
Hands over responsibility
Delays decisions
Gives no feedback
Makes little effort to help followers satisfy their needs

In its extreme form, laissez-faire leadership is not viewed positively. In the
past some students have said that they liked working for a laissez-faire leader
because it gave them great autonomy to make decisions. Other students have said
that the experience was very unsatisfying because they wanted some direction from
their leader but there was none. What personal or situational characteristics do
you think would create an environment where working for a laissez-faire leader
would work? Not work?
Warren Buffet, a well-known investor and CEO of Berkshire Hathaway has been
described as a laissez-faire leader.
"Buffett (on left) & Obama" Source: Flickr
Read the brief description entitled "Laissez-Faire Leadership and Warren Buffett."
Reflective Question
After reading the article above, reflect on the following question:
What are the characteristics of the managers who worked for Buffet that contribute
to the success of his leadership style?

(cont.)
2. Authoritarian Leadership Command and Control Theory X
A hands-on leader who uses a tell strategy to get things done
Controls subordinates
Identifies the tasks, then tells employees how to do them, when to do

them, etc.
Sets the goals - unilaterally
Does not encourage communication or participation from group members
Gives praise and criticism freely based on their perspective rather

than organizational policies or guidelines
Be aware that there are times when an authoritarian style is needed in a crisis
or emergency, if someone has expert knowledge (e.g., an emergency aid worker),
people benefit from being directed.
An example of an authoritarian leader (albeit a Hollywood version) can be seen in
the video clip featuring Meryl Streep in The Devil Wears Prada.
But wait! Before you completely discount the role of authoritarian leadership,
consider the example of Captain Chesley B. Sullenberger III and the Miracle on the
Hudson.
Reflective Question
Can you think of other, less dramatic situations, where an authoritarian, command
and control leadership approach would be needed?
Can you also think about situations when would it not really work?

(cont.)
3. Democratic Leadership to Theory Y
These leaders work with employees enabling them to accomplish their

goals
Refers to a leader:
Who has an egalitarian view of the organization in other words, the

boss is not superior to the employees everyones voice should be heard
Whose role is more of a teacher, providing guidance, support, and

ensuring that the employees have the resources they need to get the job done
Ralph Stayer, CEO of Johnsonville Sausage has been a long-time supporter of

democratic leadership. You can learn more about how Stayer leads his organization
through the following link:
http://www.youtube.com/watch?v=XXOBE7E43U0
source: Flickr

Video Link
Now that we have reviewed laissez-faire, autocratic and democratic leadership
approaches, you might find it helpful to review the following video:
http://www.youtube.com/watch?v=v2i8VX4JIvQ. In this video, Jack Zenger offers a
nice, concise review of authoritarian, democratic, and laissez-faire leadership
styles.
An error occurred.
in your browser.

Questionnaire
At the end of Chapter 4 (pp. 99-100), you can take the Leadership Styles
Questionnaire to get some insights into your leadership style.
Here are some points to consider
If you have very similar scores across two different leadership styles,
what have you learned from past experience about when to use each style?
What are the strengths of your primary style?
Have you found your primary style to be effective? Why or why not

Case 4.1 Many Managers, Different Styles.
(Text, pp. 97-98). Review the case and be prepared to discuss Q2 4 as part of
the online discussion #2.More information on this will be posted later on MyLS.
As a starting point in your case review and thinking about Discussion Question #1:
Categorize each manager as Theory X or Theory Y. Why do you categorize them as
such? The following diagram identifies the managers, all who manage Vanessa Mills.

Conclusion
Lesson 4 provided an overview of different philosophies and styles of leadership
from the Theory X to Theory Y , autocratic, democratic, and laissez-faire. It is
quite likely that you have witnessed some or all of these styles in your workplace.
Keep in mind that none of the styles is inherently ineffective and that the level
of effectiveness is a function of the context the skills, abilities and needs of
the employees. In lesson 5 we will explore, in more detail, task-oriented and
relationship-oriented leadership styles and the strengths and limitations of those
approaches.
References
McGregor, D. (1957). The human side of enterprise. Management Review (November),
pp. 41-40.
McGregor, D. (2006). The human side of enterprise: Annotated edition. New York:
McGraw-Hill.
find more resources at oneclass.com
OL140 Midterm Review

Chapter 1
Trait approach was known as the Great Man theories because focused on identifying the
innate qualities and characteristics possessed by great social, political and military leaders.
Behaviour approach focused on the behaviours of leaders like what they did and how the
act. Uses task and relationship behaviour to see how managers work in organizational
settings.
Situational approach is the premise that different situations need different kinds of
leadership.
Path goal theory examines how leaders use employee motivation to enhance performance
and satisfaction. Contingency theory focuses on match between leader style and specific
situational variables
Relational approach examines nature of relations between leaders and followers.
New Leadership approach generated visionary and charismatic theories. Developed
transformational leadership theory which says leadership is a process that changes people
and organizations.
Emerging leadership approaches emerges during 21st century. Authentic leadership looks
at authenticity of leaders. Spiritual leadership is how leaders use values and membership
to motivate followers. Servant leadership emphasizes caring principles. Leaders are
servants who focus on followers to help them.
Leadership is explained in six different ways: trait, ability, skill, behaviour, relationship,
and influential process
Leadership is a trait:
o Trait is a distinguishing quality of an individual, which is often inherited
o Follows the belief that leaders are born, not made
o People argue focusing on trait is elitist because it implies few people with special
talents can lead
o We all are born with unique traits and many of them have positive effect on
leadership. Possible to modify or change some traits
Leadership is an ability:
o Able to be a leader- have the capacity to lead
o Ability can be acquired through practice and hard work
Leadership is a skill
o Competency developed to accomplish a task
o Skill mean you know how to do something
o Skill makes leadership available to everyone because skill is competencies people
can learn
o Capability to learn from past experiences means you can acquire leadership
Leadership is a behaviour
o What leaders do when and their action when they have that role
o Task behaviour used to get job done, and process behaviour ued to help people feel
comfortable with others and at ease with the situation theyre in
o Optimum way is to combine the two
Leadership is a relationship
o Centered on the communication between leaders and followers

o It is not linear but an interactive process
o Leaders and followers work together and this mutual purpose implies ethical
dimension
Leadership is an influential process
o Leadership is an interactive event that happens between leader and followers
o Leaders affect followers so they influence group to achieve common goals
o Stresses common goals which gives it an ethical dimension
Important to make distinction from a leader and manager. The concepts may overlap
because both involve influence. However, leadership is about seeking constructive change
and management is establishing order.
Chapter 2
There are six main traits: intelligence, confidence, charisma, determination, sociability, and
integrity
Intelligence:
o Good language skills, perceptual skills and reasoning ability
o Hard to change IQ but obtaining knowledge is possible
o Learning about job and environment make leaders more knowledgeable and
insightful
Confidence:
o Feeling positive about ones self and their ability to succeed
o Practice builds confidence because it provides self-assurance
o Have mentor show the way and provide feedback
o They believe they can accomplish goals, do not second guess themselves, and the
move forward with clear visions
Charisma:
o Leaders magnetic charm and appeal
o Gives them exceptional powers of influence
o to increase charisma, they must be a strong role model for the values they desire
people to follow. Must how competence in every aspect of leadership so people
trust their decisions. They articulate clear and strong values. The communicate high
expectations in their followers and show confidence in their ability. Finally, they
are an inspiration to others
o Examples: JFK, MLK, Gandhi but there are also bad ones like Hitler and Jim Jones
Determination:
o Focused and attentive to task
o Know where they are going and how to get there
o Want to get job done and they have initiative, persistence, and drive
o Easiest to require because all it demands is perseverance, discipline and ability to
endure
o Determined leaders stay focused on task, clarify the goals, articulate the vision, and
encourage others to stay the course
Sociability:
Capacity to establish pleasant social relationships

Friendly, outgoing, courteous, tactful, and diplomatic
Sensitive to others and cooperative
They get along with coworkers and bring positive energy making it a better place
to work
Integrity:
o Honest and trustworthy with strong principles, who also take responsibility for their
actions
o Inspires confidence in others because they can be trusted since they are loyal,
dependable, and transparent
o Integrity can be increased by being honest and open, however the challenge is
finding a balance between being open and monitoring what is appropriate to say in
certain situations
o Undergrids all aspect of leadership
o
o
o
o
Chapter 3
Strength: an attribute or quality of an individual that accounts for successful performance.
3 major groups identifying strengths:
1. Gallup and StrengthsFinder Profile
2. Values in Action Institute
3. Centre of Applied Positive Psychology
Gallup and StrengthsFinder Profile: There are 4 main categories and it encompasses 34 strengths.
The four categories are: Executing, Influencing, Relationship Building, Strategic Thinking. They
identify themes of human talent not strengths. Talents are like traits because they are relatively
stable, fixed characteristics that are not easily changed. The formula for developing strengths is
STRENGTHS=TALENT * INVESTMENT.
Values in Action Institute and Inventory of Strengths:
Develop a framework for field of positive psychology that defined and conceptualized
character strengths.
Six core virtues: courage (emotional strengths), justice (civic strengths), humanity
(interpersonal strengths), temperance (strengths over excess), transcendence (strengths
about meaning), and wisdom (cognitive strengths)
24 strengths under the 6 virtues
StrengthsFinder is more focused on workplace and helping individuals perform better. VIA
strengths are focused more on a persons character and how you can become more virtuous.
Centre of Applied Positive Psychology and Realise2Assessment:
Does not focus on identifying number of strengths but also the changing nature of strengths
Examine different kind of strengths and weaknesses
Strengths conceptualized as things that we are good at and that gives us energy when we
are using them.
3 central elements are 1) performance-how good we are at doing something; 2) energyhow much vitality we get out of it; 3) use-how often we are able to do it.
Realise2 assess 60 strengths in relationship to three dimensions of performance, energy,
and use.
It specifies realized strengths, unrealized strengths, learned behaviour, and weaknesses.
Each quadrant lists attributes based on the 3 dimensions
Realized strengths are attributes that represent our strongest assets (energizes us and we
perform well, high use, 4M: Marshal)
Unrealized Strengths are attributes which are less visible. We feel good when we tap into
them because they support effort and help reach our goal (perform well, energize, lower
use, 4M: Maximize)
Learned Behaviours are ingrained things learnt through life experiences. They are valuable
but do not excite or inspire us. (Perform well, de-energizing, variable use, 4M: Moderate)
Weaknesses are limiting attributes. (Perform poorly, de-energize, variable use, 4M:
Minimize)
Marshal realized strengths use them appropriately for your situation and context,
Moderate learned behaviors use them in moderation and only when you need to.
Minimize weaknesses use them as little as possible and only where necessary.
Maximize unrealized strengths find opportunities to use them more.
Strength-Based Leadership:
Discover your strengths, develop strengths, recognize and engage strength of other, foster
a positive strength-based environment around you.
Chapter 4
There are three commonly observed styles of leadership: authoritarian, democratic, and
laissez-faire.
Theory X:
o Assumption 1: people dislike work
o Assumption 2: people need to be directed and controlled
o Assumption 3: people want security, not responsibility
o Theory X leaders are directive and controlling and they are quick to praise or
criticize. They see leadership role as instrumental in getting the job done. Believe
their role is to motivate subordinates and also take responsibility for the
subordinates actions. Believe there is a need for leadership.
Theory Y:
o Assumption 1: people like work
o Assumption 2: people are self-motivated
o Assumption 3: people accept and seek responsibility
o Theory Y leaders view people as capable and interested in working. May define
work requirements but do not try to control workers. Theory Y leadership means
supporting subordinates without the need to direct or control them.
Leadership style is defined as behaviours of leaders, focusing on what leaders do and how
they act.
These styles are not distinct meaning there can be a mix of styles
Authoritarian Leadership Style:
o Similar to Theory X
o Perceive workers as needing direction and feels they need to control what they do
o Emphasize they are in charge, exerting influence and control over group
o Determine tasks and procedures and do not encourage communication among
group member but prefer communication directed at them
o Give praise and criticism freely with personal standards not objective criticism
o Can be viewed as pessimistic, negative and discouraging, however it can also be
looked as used to give direction, set goals and structure work
o The positives are it is efficient and productive by giving direction and clarity to
peoples work allowing them to finish work faster. Useful in establishing goals and
work standards
o The negatives are it fosters dependence, submissiveness, and loss of individuality.
Hinders personal growth and creativity and can cause workers to lose interest and
dissatisfied.
o Negatives outweigh the positive however this form I common and is necessary in
many situations. (ex: busy hospital ER)
Democratic Leadership Style:
o Similar to Theory Y
o Treat workers as fully capable to do work on their own
o Rather than control they work with subordinates trying hard to treat everyone fairly.
o See themselves as guides not directors
o Promote communication and give objective criticism
o The positives are it creates greater group satisfaction, commitment and
cohesiveness. Members get along better and results in stronger worker motivation
and greater creativity.
o The negatives are it take more time and commitment from the leader. Also work is
accomplished, but not as efficiently as if the leader was authoritarian
Laissez-Faire Leadership Style:
o Not similar to Theory X or Y
o Do not try to control like theory X and do not try to guide and nurture like theory
Y
o Style of leadership people call non-leadership
o Nominal leader who engages in minimal influence. Recognizes workers but has
very laid back attitude and they make no attempt to appraise or regulate the progress
of workers
o Since workers have complete freedom the outcome is usually negative. Workers
are directionless and dont know what to do so they are not motivated and
productivity usually goes down
o In rare cases this works cause some people thrive on complete freedom
They are not distinct entities therefore better to think of it as a scale from high leader
influence (authoritarian) to low(laissez-faire). Moderate is democratic.
Chapter 5
In leader behaviour there are two main things: 1) they attend to task, and 2) they attend to
their relationships with people
Task Style:
o Goal oriented and they want to achieve
o Use to do lists, calendars, and daily planners
o Reason of being comes from doing
o Doing task gives sense of control and self-mastery and help sharpen self-image
and define themselves
o Reaching goals make them feel good
o Interest in achieving the goal and accomplishing the work
Relationship Style:
o Find meaning in being rather than doing
o Want to connect with people
o Find meaning in the moment (present) rather than worry about some future
objective
o Receive satisfaction by being connected with other people and working things out
with people
Dimension are on a task-relationship scale. Left side is task-oriented which are leaders
who are focused on procedures, activities, and goal accomplishments. The right side is
relationship-oriented which are leaders who are focused on well-being of followers, how
they relate to each other, and the atmosphere in which they work. Most leaders fall in the
midrange.
Good leaders need to find a balance
Chapter 6
Leadership skills are grouped into three categories: administrative skils, interpersonal
skills and conceptual skills
Administrative Skills:
o Divided into three specific sets of skills which are: 1) managing people, 2)
managing resources and 3) showing technical competence.
o Managing people:
Management by walking around catches the essence
Effective leaders connect with people understand the tasks to be done,
those skills required to do them and the environment in which people work
Should be involve and help workers, build relationships, and also be able
to deal with issues
o Managing Resources:
Address resource issues
Includes people, money, supplies, or basically anything needed to run an
organization
Must be competent in allocating (allocate resources for new staff, new
incentive programs or replacing old equipment) and obtaining resources
(ordering equipment, finding work space, or acquiring funds for special

projects).
Often engage staff for assistance but ultimate responsibility is on the
leader
o Showing Technical Competence:
Having specialized knowledge about work we do or ask others to do
Have organizational know-how-they understand the complex aspects of
how the organization works
Referred to functional competence because a person is competent in a
particular function or area. Cant expect them to be competent in all
avenues of life
Having technical skills means being competent in particular are of work,
the area in which one is leading
Interpersonal Skills:
o Divided into three parts: 1) being social perceptive, 2) showing emotional
intelligence, 3) managing interpersonal conflicts
o Being Socially Perceptive:
Includes having insight into and awareness of what is important to others,
how they are motivated, the problems they face, and how to react to
change.
Keen sense of how employees will respond to change
People often resist change but being socially perceptive can create change
more effectively if they understand how people will react and how it
affects them
o Showing Emotional Intelligence:
Ability to understand their own and others emotion and then apply it to
lifes tasks
Ability to perceive and express emotions, use emotions to facilitate
thinking, understand and reason with emotions, and to manage emotions
effectively within oneself and in relationships with others
Leaders have to be aware of their own emotions, train to become aware of
the emotions of others, and learn to regulate his or her emotions and put
them into good use.
To sum it up they listen to their own feeling and the feeling of others, and
is adept at regulating these emotions on service of the common good
o Handling Conflict:
Conflict is inevitable and leaders need to be able to handle it
Conflict creates need for change and occurs as result of change
Conflict is uncomfortable but it isnt necessarily a bad thing because if
managed correctly results in reduction of stress, an increase in create
problem solving skills and strengthening of relationships
Conceptual Skills:
o Divided into three parts: 1) Problem Solving, 2) strategic planning, 3) creating
vision
o Problem Solving:
First to jump in when something goes wrong or needs to be fixed

Leaders cognitive ability to take corrective action in a problem situation in
order to meet desired objectives
Has four steps: 1) Identify the problem, 2) Generate alternative solutions,
3) select best solution, 4) implement the solution
o Strategic Planning:
Need to be able to think and consider ideas to develop effective strategies
for a group
Designing a plan of action to achieve a goal
Leaders need to have the ability to learn, the capacity to adapt, and have
managerial wisdom
It is a multifaceted process, but it increases the ability to reach goals and
to achieve their aims
o Creating Vision:
Challenge people with compelling pictures of the future
Leader must be able to set forth a picture of the future that is better than
the present, and move others toward new ideas and values
Articulate vision and engage others in is pursuit. Also must be able to
implement the vision and models the principles in the vision
Chapter 7
Vision is a mental model of an ideal future state
Vision has five characteristics: a picture, a change, values, a map, and a challenge
A picture:
o A vision creates a picture of a future that is better than the status quo
o Paints an image of where a group should be going
A change:
o Represents a change in the status quo
o Moves a system toward something more positive in the future
o Take best features of prior system and strengthen them in new pursuit
o Many forms such as rules, procedures, or rituals.
o Change feel resistance to vison because of change
Values:
o Ideas, beliefs and modes of action people find desirable
o To create change requires understanding of own values, the value of others and
the values of the organization
o Visions are changes in those values
o Advocate a positive change and movement toward some new set of ideals
A Map:
o Laid out path to follow
o Gives directions so followers know when they are track and when they fall off
o Direction makes people feel comfortable and motivates them to achieve the goal
if they are on the right path and they know what to do
o Value of vision is that is shows others the meaningfulness of their work
A Challenge:
o Vision challenges people to transcend from status quo

o Makes them commit themselves to worthwhile causes
o When people challenged to do good for others they often become inspired and
committed to the task
Having a vision is important but it is important to know how to articulate the vision as
well so they can make it a reality
Articulating a Vision:
o Ability to explain and describe vision to others
o First must communicate the vision by adapting the vision to their audience. This
means creating the need for change so the vision is not too demanding and there is
not too much change.
o They need to highlight the values of the vision by emphasizing how the vision
presents ideals worth pursuing. Makes others find their work worthwhile.
o They also require choosing the right language. Leader should use words and
symbols that are motivating and inspiring
o Need to be described to others using inclusive language so it makes people feel a
part of the process
Therefore, articulating a vision requires a leader to adapt the content to the audience,
emphasize the visions intrinsic value, select words and symbols that are uplifting and use
language that is inclusive.
Implementing a Vision:
o After creating and articulation a vision, a leaders real test is to implement it
o Leader must model to others the attitudes, values, and behaviours set in the vision
because when people see this it builds credibility, which inspires them to express
same kind of values
o Leader has to set high performance expectations for others because it motivates
them to accomplish the mission
The process of carrying out a vision takes time and effort. Leader has to keep their eye
towards the goal and also have to encourage and supports other in the efforts to reach the
visions goal
Leaders must work with others and collaborate with others to complete goals because
they cant do it all themselves

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Chapter 1: Understanding Leadership

Trait Approach (1900-1940s)

great man theories

Behaviour Approach (late 1930s)

focus on behaviour: what leaders do and how they act

Situational Approach (1970s-1990s)

different situations demand different kinds of leadership

Relational approach (1990s)

relations between leaders and followers

New leadership approach (began mid 1980s)

generated visionary or charismatic leadership theories

trait: distinguishing quality of an individual which is often inherited

leadership is a competency developed to accomplish a task effectively

what leaders do when they are in a leadership role

centered on communication between leaders and followers rather than on unique

leadership is an interactive event

Leadership is an influence process

an individual influences a group of individuals to achieve a common goal

Chapter 2- Recognizing Your Traits

Thomas Carlyle (Great Man Theory)

Kirkpatrick and Lockes List of Traits

George Washington (1732-1799)

man of great integrity, virtuousness and wisdom

Winston Churchill (1974-1965)

Mother Teresa (1910-1997)

care for the poor

Bill Gates (1955-)

intelligent and visionary

Oprah Winfrey (1954-)

most powerful and influential woman in the world

Chapter 3- Engaging Peoples Strengths

Gallup Organization: conducts research in other areas of social sciences (political

Gallup and the StrengthsFinder Profile

Values in Action Institute and Inventory of Strengths

represent basic structure around the values in action classification of character

Centre of Applied Positive Psychology and Realise2 Assessment

rather than focusing exclusively on the identification of a specific number of strengths,

Discovering Your Strengths

Developing Your Strengths

Acknowledge your strengths and be prepared to reveal them to others

Recognizing and Engaging the Strengths of Others

Determine what followers are good at doing and help them do it

Fostering a Positive Strengths-Based Environment

Chapter 4: Understanding Philosophy and Styles

Authoritarian Leadership Style: similar to Theory X

Democratic Leadership Style: similar to Theory Y

Grater group member satisfaction, commitment and cohesiveness

Laissez-Faire Leadership Style: similar to both X and Y Theories

Lesson 1: Understanding Leadership

Summarize the evolution of theories about leadership

Describe the various ways in which leadership is defined as a trait,

Recall which leadership qualities are seen as positive, which are

Course textbook: Chapter 1

Lesson 1: Introduction to Leadership

Lesson 1: Introduction to Leadership

Lesson 1: Introduction to Leadership

Lesson 1: Introduction to Leadership

Napoleon crosses the St. Bernard, source: Wikimedia Commons

Lesson 1: Introduction to Leadership

Lesson 1: Introduction to Leadership

Lesson 1: Introduction to Leadership

Lesson 1: Introduction to Leadership

Lesson 1: Introduction to Leadership

Lesson 1: Introduction to Leadership