4/20/2025

LEADERSHIP SKILLS

Trần Thị Bích Nhung

Email: tranthibichnhung.cs2@[Link]

Introduction to the course

Materials:
- Northouse, P. G. (2016). Leadership: Theory and practice. (7th edition). Thousand Oaks, CA: SAGE Publications.

Assessment:
- Individual report

- Group presentation

- Final examination

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Contents:

Unit 1: Introduction to leadership

Unit 2: Power and influence
Unit 3: Trait, Skill and behavioral approaches
to leadership
Unit 4: Situational approaches

Contents:

Unit 5: Contemporary approaches

Unit 6: Team leadership
Unit 7: Developing leadership skills

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Unit 5: CONTEMPORARY
APPROACHES
Trần Thị Bích Nhung
Email: tranthibichnhung.cs2@[Link]

Contents

Transformational leadership
Authentic leadership
Servant leadership

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TRANSFORMATIONAL LEADERSHIP

1. Transformational leadership

Transformational leadership is a process that changes and transforms

people. It is concerned with emotions, values, ethics, standards, and long-
term goals.
 It includes assessing followers’ motives, satisfying their needs, and
treating them as full human beings.
Transformational leadership involves an exceptional form of influence that
moves followers to accomplish more than what is usually expected of them

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1. Transformational leadership

Transformational leadership can be used to describe a wide range of leadership,

from very specific attempts to influence followers on a one-to-one level, to very
broad attempts to influence whole organizations and even entire cultures.
Although the transformational leader plays a pivotal role in precipitating change,
followers and leaders are inextricably bound together in the transformation
process

1. Transformational leadership

Transformational leadership is the process whereby a person engages with

others and creates a connection that raises the level of motivation and morality
in both the leader and the follower.
This type of leader is attentive to the needs and motives of followers and tries
to help followers reach their fullest potential

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1. Transformational leadership

Bass (1985, p. 20) argued that transformational leadership motivates followers

to do more than expected by:
- (a) raising followers’ levels of consciousness about the importance and value
of specified and idealized goals,
- (b) getting followers to transcend their own self-interest for the sake of the
team or organization, and
- (c) moving followers to address higher-level needs

1. Transformational leadership

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1. Transformational leadership

Idealized Influence.
It is the emotional component of leadership.
Idealized influence describes leaders who act as strong role models for
followers;
Followers identify with these leaders and want very much to emulate them.
These leaders usually have very high standards of moral and ethical conduct
and can be counted on to do the right thing.
They are deeply respected by followers, who usually place a great deal of trust
in them. They provide followers with a vision and a sense of mission

1. Transformational leadership

Idealized Influence.
The idealized influence factor is measured on two components:
an attributional component that refers to the attributions of leaders made by
followers based on perceptions they have of their leaders,
and a behavioral component that refers to followers’ observations of leader
behavior

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1. Transformational leadership

Inspirational Motivation
This factor is descriptive of leaders who communicate high expectations to followers,
inspiring them through motivation to become committed to and a part of the shared vision
in the organization.
In practice, leaders use symbols and emotional appeals to focus group members’ efforts to
achieve more than they would in their own self-interest.
Team spirit is enhanced by this type of leadership.
An example of this factor would be a sales manager who motivates members of the sales
force to excel in their work through encouraging words and pep talks that clearly
communicate the integral role they play in the future growth of the company

1. Transformational leadership

Intellectual Stimulation.
 It includes leadership that stimulates followers to be creative and innovative and to
challenge their own beliefs and values as well as those of the leader and the organization.
 This type of leadership supports followers as they try new approaches and develop
innovative ways of dealing with organizational issues.
 It encourages followers to think things out on their own and engage in careful problem
solving.
 An example of this type of leadership is a plant manager who promotes workers’
individual efforts to develop unique ways to solve problems that have caused slowdowns
in production.

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1. Transformational leadership

Individualized Consideration.
Leaders provide a supportive climate in which they listen carefully to the individual needs
of followers.
Leaders act as coaches and advisers while trying to assist followers in becoming fully
actualized.
These leaders may use delegation to help followers grow through personal challenges.
An example of this type of leadership is a manager who spends time treating each
employee in a caring and unique way. To some employees, the leader may give strong
affiliation; to others, the leader may give specific directives with a high degree of structure

1. Transformational leadership

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1. Transformational leadership
Transactional Leadership Factors
Contingent Reward.
It is an exchange process between leaders and followers in which effort by followers is
exchanged for specified rewards.
The leader tries to obtain agreement from followers on what must be done and what the
payoffs will be for the people doing it.
An example of this type of transaction is a parent who negotiates with a child about how much
television the child can watch after practicing the piano. Another example often occurs in the
academic setting: A dean negotiates with a college professor about the number and quality of
publications he or she needs to have written in order to receive tenure and promotion

1. Transformational leadership

Transactional Leadership Factors

Management-by-Exception.
Management-by-exception takes two forms: active and passive.
A leader using the active form of management-by-exception watches followers closely
for mistakes or rule violations and then takes corrective action.
A leader using the passive form intervenes only after standards have not been met or
problems have arisen

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1. Transformational leadership

Laissez-Faire.
This factor represents the absence of leadership
This leader abdicates responsibility, delays decisions, gives no feedback, and makes little
effort to help followers satisfy their needs.
There is no exchange with followers or attempt to help them grow.

1. Transformational leadership

HOW DOES THE TRANSFORMATIONAL APPROACH WORK?

Transformational leaders set out to empower followers and nurture them in change.
To create change, transformational leaders become strong role models for their
followers.
It is common for transformational leaders to create a vision.
The transformational approach also requires that leaders become social architects. This
means that they make clear the emerging values and norms of the organization.
Transformational leaders are effective at working with people. They build trust and
foster collaboration with other

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AUTHETIC LEADERSHIP

2. Authentic Leadership

Authentic leadership is about the authenticity of leaders and their leadership.

Authentic leadership is still in the formative phase of development. As a result,
authentic leadership needs to be considered more tentatively
Authentic leadership has been intriguing to researchers

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2. Authentic Leadership

- One of those viewpoints is the intrapersonal perspective, which focuses closely on the
leader and what goes on within the leader. It incorporates the leader’s self-knowledge,
self-regulation, and self-concept
- A second way of defining authentic leadership is as an interpersonal process. This
perspective outlines authentic leadership as relational, created by leaders and followers
together (Eagly, 2005).
- Finally, from a developmental perspective, authentic leadership is composed of four
distinct but related components: self-awareness, internalized moral perspective,
balanced processing, and relational transparency. Over a lifetime, authentic leaders
learn and develop each of these four types of behavior.

2. Authentic Leadership

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2. Authentic Leadership

- Terry advocates that two core leadership questions must be addressed. First, what is
really, really going on? Second, what are we going to do about it?
 The first step, locating the problem, is accomplished by doing an assessment of
employees and their organizational concerns.
 The second step, selecting the appropriate response to the issue, is also accomplished
by using the Authentic Action Wheel

The Terry approach encourages individuals to see things differently and more clearly

2. Authentic Leadership

Bill George’s Authentic Leadership Approach

George found that authentic leaders have a genuine desire to serve others, they know
themselves, and they feel free to lead from their core values. Specifically, authentic
leaders demonstrate five basic characteristics:
(1)They understand their purpose,
(2)They have strong values about the right thing to do,
(3)They establish trusting relationships with others,
(4)They demonstrate self-discipline and act on their values, and
(5)They are passionate about their mission

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2. Authentic Leadership

2. Authentic Leadership

HOW DOES AUTHENTIC

LEADERSHIP THEORY WORK?

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SERVANT LEADERSHIP

3. Servant leadership

What is servant leadership?

 Greenleaf (1970) provides the most frequently referenced definition: [Servant
leadership] begins with the natural feeling that one wants to serve, to serve first.
 In becoming a servant leader, a leader uses less institutional power and control while
shifting authority to those who are being led.
 Servant leadership values community because it provides a face-to-face opportunity for
individuals to experience interdependence, respect, trust, and individual growth

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3. Servant leadership

Ten Characteristics of a Servant Leader

(1) Listening. Communication between leaders and followers is an interactive process that includes sending
and receiving messages. Servant leaders communicate by listening first.
(2) Empathy. Empathetic servant leaders demonstrate that they truly understand what followers are thinking
and feeling.
(3) Healing. To heal means to make whole. Servant leaders care about the personal well-being of their
followers
(4) Awareness. For Greenleaf, awareness is a quality within servant leaders that makes them acutely attuned
and receptive to their physical, social, and political environments.
(5) Persuasion. Persuasion is clear and persistent communication that convinces others to change

3. Servant leadership

Ten Characteristics of a Servant Leader

(6) Conceptualization. Conceptualization refers to an individual’s ability to be a visionary for an
organization, providing a clear sense of its goals and direction
(7) Foresight. Foresight encompasses a servant leader’s ability to know the future.
(8) Stewardship. Stewardship is about taking responsibility for the leadership role entrusted to the
leader
(9) Commitment to the growth of people. Greenleaf’s conceptualization of servant leadership
places a premium on treating each follower as a unique person with intrinsic value that goes
beyond his or her tangible contributions to the organization.
(10) Building Community. Servant leadership fosters the development of community

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3. Servant leadership

3. Servant leadership

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3. Servant leadership

Context and Culture. Servant leadership does not occur in a vacuum but occurs within a
given organizational context and a particular culture.
Leader Attributes. As in any leadership situation, the qualities and disposition of the
leader influence the servant leadership process.
Follower Receptivity. The receptivity of followers is a factor that appears to influence the
impact of servant leadership on outcomes such as personal and organizational job
performance

3. Servant leadership

Conceptualizing. Conceptualizing refers to the servant leader’s thorough understanding

of the organization—its purposes, complexities, and mission.
Emotional Healing. Emotional healing involves being sensitive to the personal concerns
and well-being of others. It includes recognizing others’ problems and being willing to
take the time to address them.
Putting Followers First. Putting others first is the sine qua non of servant leadership—the
defining characteristic.
Helping Followers Grow and Succeed. This behavior refers to knowing followers’
professional or personal goals and helping them to accomplish those aspirations. Servant
leaders make subordinates’ career development a priority, including mentoring followers
and providing them with support

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3. Servant leadership

Behaving Ethically. Behaving ethically is doing the right thing in the right way. It is
holding to strong ethical standards, including being open, honest, and fair with followers.
Empowering. Empowering refers to allowing followers the freedom to be independent,
make decisions on their own, and be self-sufficient.
Creating Value for the Community. Servant leaders create value for the community by
consciously and intentionally giving back to the community. They are involved in local
activities and encourage followers to also volunteer for community service.

3. Servant leadership

Follower Performance and Growth. In the model of servant leadership, most of the
servant leader behaviors focus directly on recognizing followers’ contributions and
helping them realize their human potential. The expected outcome for followers is greater
self-actualization.
Organizational Performance. In addition to positively affecting followers and their
performance, initial research has shown that servant leadership has an influence on
organizational performance.
Societal Impact. Another outcome expected of servant leadership is that it is likely to
have a positive impact on society

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GROUP DISCUSSION

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