He said that management produces orderly results while leadership creates useful change, but one needs both to be effective.

leadership is perceived and described as any or a combination of

Leadership appears in social science literature:

The common approach to defining leadership

They states that, "The important ingredient of organizational behavior is the influence over and above compliance with the routine directives of the organization."

According to them “Leading, a central function of managing in any organization, involves influencing the behavior of other people.”

This theory assumes that leadership ability is innate.

It suggests that leadership is determined by certain individual personality traits, social traits and significant physical characteristics.

Like being born with a golden spoon, a leader is born tall, good-looking, with a sonorous voice, wholesome personality, or keen intelligence.

This theory follows the cliché "Like father like son."

this theory fell in popularity after a study of world leaders showed that many of them were far from being tall, or good-looking.

Examples of leaders under Trait or great man theory

Examples of Filipino Leaders under Trait or great man theory

is a natural evolution of the trait theory.

According to him, manager who is a transformational leader does this (He motivates followers (particularly subordinates or peers) to perform better.

They give and explain three components of charismatic leadership:

three components of charismatic leadership:

the creation of a picture of the future, or of a desired future state with which people can identify and which can generate excitement

the direct generation of energy among members of the organization

the leader psychologically helps people act or perform in the face of challenging goals

It posits that leadership skills are acquired.

is a strong force that spots, identifies, supports and develops leadership potential.

is trained and developed as a leader through seminars, travel, actual immersion in leadership roles like being assigned or elected head of an organization.

does not exist in a vacuum.

This theory assumes that leadership adopts a particular leadership style which exerts tremendous impact over individual and group behavior.

He describes the four types of leader under behavioral theory

4 Types of Leaders

one with absolute authority and utilizes threats & punishments to induce compliance. They lack empathy and consideration for the needs and concerns of their team members.

They lack empathy and consideration for the needs and concerns of their team members.

onewhoclaimscovenantsourcedfromauthoritytoexact obedience. “Do as you’re told.” Authoritarian leaders are not focused on collaboration with those in their circle, they are rarely interested in feedback, and they prefer to hold all of the power and be in charge.

are not focused on collaboration with those in their circle, they are rarely interested in feedback, and they prefer to hold all of the power and be in charge.

one who involves the rule of majority.

involves subordinates in organizational matters giving them guidance in their work problems and goal achievement.

are still the decision-makers, but their approach allows others to feel engaged and have a stake in the final outcome.

one who offers information to the members but shows little involvement and participation in group activities.

leave decisions to their employees, while staying available to provide feedback when necessary.

identified styles of leader behavior that effect increased work group performance and satisfaction.

Two styles were reflected:

emphasizes the use of rules, procedures, and close supervision of subordinates

emphasizes delegation of authority and responsibility, concern for employee welfare, needs, advancement, and personal growth

He did some research to identify the general pattern of management used by high producing managers in contrast to that used by the other managers.

Supervisors with best records focus their primary attention on the human aspects of their subordinates' problems and on endeavoring to build effective work groups with high performance goals and these supervisors were called

Supervisors who kept constant pressure on production were found more often to have low producing sections and these supervisors were called

A theory that was developed in the 1960s by Austrian psychologist which primarily states that the situation calls for the emergence of a leader.

Austrian psychologist who suggests that there is not one best style of leadership Rather, the most effective leadership style for any given situation is one that aligns with the situation at hand.

He developed a Leadership Contingency Model in which he contends that three major situation variables to determine whether a given situation is favorable to leaders:

three major situation variables

their personal relations with the members of their group

the degree of structure in the task that their group has been assigned to perform

power and authority that their position provides

is likely to be successful in either high or low control situation.

is likely to be effective in a moderate control situation.

This theory questions the concept of a "best" style of leadership. It posits that it is not a matter of the best style or the most effective style depending on variables existing.

states that the responsibility for the success of the group rests upon all the members, not only upon the leader.

Leadership functions can be performed by any member of a group, as well as by the designated leader for the group to achieve its goal.

Even the most shy and reticent member may be able to make some contribution, although he is not forced to do so.

He expressed that no ideal leader exists.

Two types of leadership roles are distinguished when working in small groups:

The six tasks of a leader in terms of Number 1 role are:

The six tasks of a leader in terms of Numbers 2 role are:

Range of Leadership Behavior

he describes the types of managers who man the techno-structure of the advanced- technology corporation.

What book is written by Michael Maccoby

whose goal was power ruled during the 1950's and 60's and the dictum was "the winners destroy the losers."

who held the "traditional values of the productive hoarding character-the work ethic, respect for people, concern for quality and thrift."

was characterized by being "quiet, sincere, modest and practical."

who was the organization man whose main commitment was "to maintain the organization's integrity." He was "concerned with security more than with success."

Is a new and more dynamic and adventurous leader. His main interest is in challenge and competition.

He is a risk taker like an entrepreneur who motivates others to push them beyond their normal pace. New ideas and new techniques hype him and he "responds to work and life as a game."