focus on building the subordinate is similar in nature to Servant leadership.

In servant leadership,
a leader's primary task is to help his followers grow.

Bottom Line: Leaders are exemplary individuals with a clear vision of a better future. They draw
followers when they engage in behaviors to make that vision a reality. Good leaders equip their
followers, remove obstacles to success, and diligently work to help them grow to achieve their
shared ambitions.

Key Terms:

Leadership involves influencing and motivating other people to move toward a desirable future
state.
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Trait Theory is one of the earliest formal bodies of research in leadership that presumed that
leaders were leaders because they possessed certain traits.

Skills Approach is a theory of leadership and management that focuses on the skills requisite for
leadership, built on Robert Katz's (1974) managerial skills.

Technical skill, according to the skills approach, deals with the expertise necessary to be
proficient with methods and processes.

Human skill, according to the skills approach, is the ability to motivate and work with people.

Conceptual skill, according to the skills approach, is ability to see the big picture.

Style Approach is a behavioral approach to leadership that focuses on the leader's behavior. It
seeks to answer the question: What do leaders do?

Task orientation, in the style approach, refers to the tendency of leaders who tend to focus on
getting the job done.

People orientation, in the style approach to leadership, refer to leaders who tend to focus on
relationship.

Ohio State Studies were style approach studies that examined behavior across two axes:
initiating structure and consideration.

Initiating structure involves task behaviors such as directing, organizing, planning, etc.

Consideration relates to people oriented behaviors such as building trust, relational bonds, and
respect.

Leader Behavior Description Questionaire (LBDQ) They reduced a list of 1800 items to 150
questions describing leader behaviors.

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University ofMichigan Studies also employed two axes, but they called these behaviors
employee orientation and production orientation.

Employee orientation is similar to the people orientation found in the consideration in the Ohio
State studies.

Production orientation is similar to the initiating structure of the Ohio State studies.

Leadership Grid also used two axes, concern for production and concern for people.

Concern for production is a task orientation similar to the production orientation in the
University of Michigan studies.

Concern for people is a people orientation similar to employee orientation in the University of
Michigan studies.

Impoverished management (1 ,1), shows management that is unconcerned with people or

production in the leadership Grid.

Country club management (1 , 9) is highly concerned with people, but not with production in the
leadership Grid.

Authority-compliance management (9,1) is highly concerned with production, but not with
people in the leadership Grid.

Middle-of-the-road management (5 ,5) is the style of a pragmatic compromiser who is somewhat

concerned with people and somewhat concerned with production in the leadership Grid.

Paternalistic style is one that may fluctuate between (1,9) and (9,1) in the leadership Grid.

Opportunistic is a style that ill use any combination for self-advancement in the leadership Grid.

Team management (9,9) is a style that is highly concerned with both people and production. So,
according the grid, the best style is-both.

Situational Leadership focuses on the situation in which the leader finds himself.

Directive behavior is task oriented behavior.

Supportive behavior is relationship oriented behavior.

4 styles of leadership in situational leadership refer to (S 1) Directing, (S2) Coaching, (S3)

Supporting, and (S4) Delegating.

Directing (Sl) in situational leadership, is high directive, low supportive leadership.

Coaching (S2) in situational leadership is high directive, high supportive leadership.

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Supporting (S3) in situational leadership is high supportive, low directive leadership

Delegating (S4): in situational leadership is low directive, low supportive leadership

Developmental levels in situational leadership relate to the follower's competence and

commitment to achieve the task.

Contingency theory, proposed by Fredrick Fiedler, tries to match leaders to the appropriate
context.

Least Preferred Coworker (LPC) scale, in contingency theory, is a measurement of task

orientation vs. people orientation.

Leader-member relations, in contingency theory, is a measure of how well the leader and
followers get along.

Task structure, in contingency theory, deals with how clear the tasks are. If tasks have high
structure, the objectives are clearly spelled out.

Position power, in contingency theory, is a gauge of the leader's power to reward or punish his
followers. If the leader has high position power, he has formal, reward and/or coercive power.

Path-Goal theory suggests that the leader clarifies goals, provides support, and removes
roadblocks to increase opportunities for followers to succeed.

Leadership behaviors, in path-goal theory, suggest how the leader should lead.

Directive leadership, in path-goal theory, is similar to earlier task-oriented descriptions.

Supportive leadership, in path-goal theory, is similar to earlier people-oriented descriptions.

Participative leadership, in path-goal theory, invites followers to make decisions with the leader,
and is reminiscent of Hershey and Blanchard's coaching or supporting leadership.

Achievement oriented leadership, in path-goal theory, challenges followers to reach for their
best.

Subordinate characteristics, in path-goal theory, are the needs of the followers.

Task characteristics, in path-goal theory, relate to the nature of the work including the
subordinate's task, the formal authority system, and the primary work group.

Vertical Dyad Linkage model (See leader-member exchange)

Leader-Member Exchange (LMX) focuses on the relationship between leader and followers.

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In-group, according to leader-member exchange theory, consists of those closest to the leader.
These followers gain increased responsibilities and additional benefits.

Out-group, according to leader-member exchange theory, consists of those members whose

position is based on the standard, contractual relationship between leader and follower.

Leadership making, related to leader-member exchange theory, is a term to describe an

intentional process of developing an "in-group" with all employees.

Transformational leadership is a process of leadership that literally transforms followers into

leaders by going beyond the two factors of initiating work and consideration.

Transactional leadership is based on a quid pro quo exchange between leader and follower.

Charismatic leadership is defined as a special personality that gives a person exceptional ability
to lead.

Idealized influence, in transformational leadership theory, is similar to charisma. Leaders are the
principle role models for their followers. Followers identify with the leader and wantto follow
such a leader. .

Inspirational motivation, in transformational leadership theory, describes the effect of the

leader's high expectations for followers. Followers are willing to put out more effort to achieve
great things when leaders expect more.

Intellectual stimulation, in transformational leadership theory, takes place when leaders look at
old problems in new ways, causing changes in perceptions.

Individualized consideration, in transformational leadership theory, describes what happens

when leaders provide a supportive atmosphere.

pseudotransformationalleadership is when a charismatic or transformational leader uses

charismatic personality traits for evil ends.

Servant Leadership philosophically inverts the organizational pyramid. Instead of clawing one's
way to the top, ruling over others, and being served by one's minions, the servant leader sees his
role as that of being responsible for the well-being of others.

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